The Role of Corporate Sustainability in

Asian Development A Case Study

Handbook in the Automotive and ICT
Industries 1st Edition Gilbert Lenssen
Visit to download the full and correct content document:
https://textbookfull.com/product/the-role-of-corporate-sustainability-in-asian-developm
ent-a-case-study-handbook-in-the-automotive-and-ict-industries-1st-edition-gilbert-len
ssen/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

Managing Sustainable Business Gilbert G. Lenssen

https://textbookfull.com/product/managing-sustainable-business-
gilbert-g-lenssen/

The Palgrave Handbook of Corporate Sustainability in

the Digital Era Seung Ho Park

https://textbookfull.com/product/the-palgrave-handbook-of-
corporate-sustainability-in-the-digital-era-seung-ho-park/

M&A and Corporate Consolidation: A Study of the Role of

Competitive Government Behavior Fengrong Wang

https://textbookfull.com/product/ma-and-corporate-consolidation-
a-study-of-the-role-of-competitive-government-behavior-fengrong-
wang/

Encountering Development in the Age of Global

Capitalism A Case Study 1st Edition Dr. Kin-Ling Tang
(Auth.)

https://textbookfull.com/product/encountering-development-in-the-
age-of-global-capitalism-a-case-study-1st-edition-dr-kin-ling-
tang-auth/
The Financial Ecosystem: The Role of Finance in
Achieving Sustainability Satyajit Bose

https://textbookfull.com/product/the-financial-ecosystem-the-
role-of-finance-in-achieving-sustainability-satyajit-bose/

Opportunities and Pitfalls of Corporate Social

Responsibility The Marange Diamond Mines Case Study
Shame Mugova

https://textbookfull.com/product/opportunities-and-pitfalls-of-
corporate-social-responsibility-the-marange-diamond-mines-case-
study-shame-mugova/

The Feeling of Embodiment: A Case Study in Explaining

Consciousness Glenn Carruthers

https://textbookfull.com/product/the-feeling-of-embodiment-a-
case-study-in-explaining-consciousness-glenn-carruthers/

Governing Corporate Tax Management: The Role of State

Ownership, Institutions and Markets in China Chen Zhang

https://textbookfull.com/product/governing-corporate-tax-
management-the-role-of-state-ownership-institutions-and-markets-
in-china-chen-zhang/

English Language Training in the Workplace Case Studies

of Corporate Programs in China 1st Edition Qing Xie
(Auth.)

https://textbookfull.com/product/english-language-training-in-
the-workplace-case-studies-of-corporate-programs-in-china-1st-
edition-qing-xie-auth/
Advances in Business Ethics Research
Series Editors: Deborah C. Poff · Alex C. Michalos

Gilbert Lenssen
Jay Hyuk Rhee
Fabien Martinez Editors

The Role of
Corporate
Sustainability in
Asian Development
A Case Study Handbook in the
Automotive and ICT industries
Advances in Business Ethics Research

A Journal of Business Ethics Book Series

Volume 7

Series Editors
Deborah C. Poff, Brandon University
Alex C. Michalos, Brandon University

Editorial Board
Stephen Brammer, University of Bath
E. Holly Buttner, University of North Carolina at Greensboro
Nobuyuki Chikudate, Asia University
Michelle Greenwood, Monash University
Simon Shun-Man Ho, University of Macau
Kit-Chun Joanna Lam, The University of Hong Kong
Thomas Maak, ESADE Business School
Gedeon J. Rossouw, University of Pretoria
Scott Vitell, University of Mississippi
More information about this series at http://www.springer.com/series/8805
Gilbert Lenssen • Jay Hyuk Rhee
Fabien Martinez
Editors

The Role of Corporate

Sustainability in Asian
Development
A Case Study Handbook in the Automotive
and ICT Industries
Editors
Gilbert Lenssen Jay Hyuk Rhee
ABIS - The Academy of Business International Business/Strategy
in Society Korea University Business School
Ixelles, Brussels, Belgium Seoul, South Korea

Fabien Martinez
Uccle, Brussels Hoofdst.ge., Belgium

Advances in Business Ethics Research

ISBN 978-3-319-45158-9    ISBN 978-3-319-45160-2 (eBook)
DOI 10.1007/978-3-319-45160-2

Library of Congress Control Number: 2016952863

© Springer International Publishing Switzerland 2017

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of
the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation,
broadcasting, reproduction on microfilms or in any other physical way, and transmission or information
storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology
now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication
does not imply, even in the absence of a specific statement, that such names are exempt from the relevant
protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this book
are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the
editors give a warranty, express or implied, with respect to the material contained herein or for any errors
or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims
in published maps and institutional affiliations.

Printed on acid-free paper

This Springer imprint is published by Springer Nature

The registered company is Springer International Publishing AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
Preface

Corporate social responsibility (CSR) has been attracting increasing attention from
the popular and business media. Popular business magazines including Business
Week and Economist have produced a significant number of stories and articles
related to CSR. Such public focus on CSR poses tremendous challenges especially
for multinational corporations. Being very visible targets for policy-makers and
nongovernmental organizations, multinational companies are under great pressure
to become more socially responsible.
The extent of being socially responsible may significantly vary along a contin-
uum ranging from the most reactive postures to the most proactive ones. As such
popular terms as “pollution havens” and a “race to the bottom” indicate, “doing well
by doing good” on a global basis is not as easy as one might expect. From the mul-
tinational companies’ point of view, the real challenge is how to capitalize on their
CSR practices.
Although each multinational company can internally conduct its own CSR evalu-
ation, an external evaluation based on common criteria and indicators may result in
more objective results. The effect of CSR activities is often beyond the companies’
immediate financial performance, which underlines the importance of an objective
measure and evaluation method to identify corporate CSR efforts. Based on such
external evaluation results, multinational companies can understand their current
status compared to their peers. External evaluation results also enable stakeholders
to identify the extent to which multinational companies are socially responsible not
only in their home countries but also in their diverse host countries including emerg-
ing or underdeveloped ones.
Acknowledging the need for conducting an external CSR evaluation based on
common criteria and indicators, I have been conducting CSR rankings with
InnoCSR. Since 2011, we have conducted the Fortune China CSR Ranking with
Fortune China every year. The Fortune China CSR Ranking is a leading CSR rank-
ing in China, which takes into account all relevant CSR aspects of Environmental,
Social, and Governance (ESG) for companies operating in China. The framework is
benchmarked against globally recognized ISO 26000. From this year, we expand

v
vi Preface

our CSR ranking coverage from China to other Asian countries including South
Korea, Japan, and ASEAN countries.
CSR has a short history in Asia, but it has been getting more attention recently.
Since corporate sustainability can be defined as a business approach that responds
to multiple stakeholders on every dimension of how a business operates and creates
long-term shared value through integration of business strategies, human values,
and ecological culture, it seems logical to think that a fast-growing economy of Asia
is boosted by the commitments of businesses in the area for sustainable
development.
Recently, more companies in Asia have started to recognize the strategic impor-
tance of building practices that create sustainable bottom lines related to the econ-
omy, environment, and society. Understanding CSR as a part of obligations of a
company, which extends beyond economic and legal obligations, multinational
companies have tried to meet their ethical responsibilities by embodying standards
and norms that reflect the concern of various stakeholders from consumers and
employees to the whole community. One of the representative trends regarding ethi-
cal responsibilities in CSR is “Fair Trade” in South Korea. Ethical goals have been
also found to be critical to the maintenance of a healthy society and to the need and
welfare of different stakeholders.
Other CSR activities commonly practiced in Asia are related to philanthropic
responsibilities, usually related to activities that enhance human welfare and good-
will in the respective regions. Most companies that carry out philanthropic projects
make donations for such purposes as children or job educations, improvements in
community infrastructure, and developments in art and culture. Eventually, CSR
activities of multinational companies have been positively affecting the communi-
ties by satisfying various stakeholders and developing social welfare as a whole. At
the same time, the companies themselves have seen positive effects in the long term
regarding brand image and customer satisfaction as well as financial performance.
CSR is no longer the preserve of moralists but rather a common interest of prac-
titioners and scholars. As Director of the Asian Business Center at Korea University
Business School, I organized two CSR conferences in Korea in 2012 and 2013 to
open up new opportunities and insights. Cohosted with the Academy of Business in
Society, both conferences brought interested academics together to share and dis-
cuss research on the role of corporate sustainability in the development of the
region.
The first conference in 2012 focused on the theme “Corporate Social
Responsibility (CSR) and Globalization” with three sessions: (1) CSR as a Global
Strategy, (2) CSR in Practice, and (3) How to Assess and Improve CSR. Through
this conference, researchers established their relationships with CSR experts and
deepened their potential commitment to the professional development in the field of
CSR. This conference led practitioners and professors to discuss theoretical back-
grounds of CSR.
The second conference in 2013 invited practitioners from the electronics and the
automotive industries to discuss “The Role of Corporate Sustainability in Asia’s
development,” focusing more on the practical application of CSR. In particular,
Preface vii

global automotive companies such as Hyundai Motor Company from Korea, BMW
from Germany, and Mahindra & Mahindra from India had participated in the con-
ference; in the electronics industry, Samsung Electronics from Korea, Intel from the
United States, and Lenovo and ZTE from China participated. The conference fea-
tured presentations on the sustainability cases of multinational companies that have
contributed to the development of Asia and set up an open platform to discuss
advances and diverse approaches in the challenged areas.
This book is the result of the discussions from the two conferences regarding
current challenges in CSR and the best CSR practices that have contributed to the
development of Asia or that can further be applied in order to expand their positive
impact in Asia. We have recognized the need for publishing these cases for the pur-
pose of sharing a range of best practices that have been highlighted as relevant in
recent years and are certainly salient to address the role of corporate sustainability
in Asian development. We hope that this book will be useful to academicians who
teach and research CSR issues, practitioners who are searching for appropriate CSR
strategies to benchmark, students who are studying to be future business leaders in
the field, and the general public who is interested in the CSR activities of multina-
tional companies.
We would like to express our gratitude to all academic researchers and company
representatives who contributed to this volume. The financial support for the two
conferences by the Institute for Business Research and Education at Korea
University Business School, the Kookmin Bank, and the Hyundai Motor Group is
also gratefully acknowledged. We would also like to thank Sam Lee, Group CEO of
InnoCSR, for his support. Lastly, we were very lucky to count on the support of
Elena Urizar and Dr. Ludwig Roger (ABIS) and Jeena Park (InnoCSR) whose con-
sistent efforts of coordination were crucial in the development of this volume.

Seoul, South Korea Jay Hyuk Rhee

Brussels, Belgium Gilbert Lenssen
London, United Kingdom Fabien Martinez
Contents

1 Toward Inclusive Economic, Social and Environmental

Progress in Asia: An Introduction............................................................ 1
Fabien Martinez
2 Catalyzing Social Innovation – How Intel Helped to Create
a Vibrant Social Ecosystem in China....................................................... 11
Barbara Igel, C.Y. Yeung, and Sheikh A. Prince
3 Lenovo’s Venture Philanthropy: Evaluating and Planning................... 29
Maria Elena Baltazar Herrera and Steven White
4 From Corporate Social Responsibility to Disruptive
Innovation: Samsung’s Green Memory Initiative................................... 55
Poonacha K. Medappa and Shirish C. Srivastava
5 ZTE (CN) Case – Eliminating Digital Chasm......................................... 75
Lam T.M. Eric, Lloyd Alison, and Chen Jianzhou
6 BMW i Story: Revolutionizing Sustainable Mobility
in Korea....................................................................................................... 87
Hyun Jeong Kim, Jong-Dae Kim, and Sazali Abidin
7 Hyundai Motor Company Case – Fostering
Social Enterprises....................................................................................... 119
Jay Hyuk Rhee, René Bohnsack, and Sam Lee
8 Mahindra & Mahindra – Mainstreaming Sustainability
Through Knowledge Building................................................................... 145
Tapan Sarker, Subhasis Ray, and Beroz Gazder

ix
Chapter 1
Toward Inclusive Economic, Social
and Environmental Progress in Asia:
An Introduction

Fabien Martinez

The Economic Development and Sustainability Nexus in Asia

The economic development of Asian countries has consistently received priority

attention in the region’s development policies, programmes and investment strate-
gies of the past decades (Welford 2005). In the 1980s, Asia entered a period of
considerable economic growth and technological progress, in tandem with open-
ness to trade within the world economy (Rock et al. 1999). Meanwhile, and perhaps
as a consequence, Asian corporations and entrepreneurs started to leverage resources
and capabilities to enact various forms of pro-sustainability practices, often focused
on localised socio-ecological issues and based on cultural traditions at a country
level (Smith and Jalal 2000).
Despite the progress made locally, there is no shortage of evidence-based reports
and scholarly works indicating a downward spiral of worsening social and environ-
mental conditions in the region (ADB 2012; Bauer and Thant 2010; Laruelle and
Peyrouse 2012; Lipovsky 1995). Economic growth, and by extension the sustain-
able development of Asian societies, are threatened by two alarming socio-­economic
trends: rising income inequality and ecological deterioration (Petri and Vinod 2013).
A report from the Asian Development Bank (ADB 2012) indicates that rising
income inequality is widespread in Asia. It affects eleven countries and covers
eighty-two per cent of the region’s population. The Gini coefficient, a measure of
inequality,1 rose about 1.4% a year between the mid-1990s and the late 2000s,
resulting in a large mass of ‘excluded’ people. The second trend relates to the dete-
rioration of environmental conditions in Asia. The ADB (2012) throws light on the

1
In the World Development Report 2006, Gini coefficients are calculated based on disposable
income data from household surveys.
F. Martinez (*)
Queen Mary University of London, School of Business and Management, London, UK
e-mail: f.martinez@qmul.ac.uk

© Springer International Publishing Switzerland 2017 1

G. Lenssen et al. (eds.), The Role of Corporate Sustainability in Asian
Development, Advances in Business Ethics Research 7,
DOI 10.1007/978-3-319-45160-2_1
2 F. Martinez

severe ecological damage, such as loss of biodiversity, that has either occurred or
has narrowly been averted. In 2013, developing Asia accounted for thirty-five per
cent of global dioxide emissions – a figure that was projected to rise to forty-four
per cent by 2030. Much of this is due to China and India, the largest and third-­
largest emitters of carbon dioxide in the world respectively. If these growing emis-
sions continue to be left unchecked, they could raise global temperatures by four
degree Celsius by the end of the XXI century (The World Bank 2012).
Asian economic actors are increasingly aware about their risky exposure to
future climate change and impacts of ongoing social deprivation. Companies have
participated in the deterioration of these socio-ecological issues, and their activities
are in turn increasingly affected. The question of how they might act to avert, and
perhaps reverse, these negative trends by combining economic progress with strong
social and environmental responsiveness has attracted a high level interest among
international bodies (e.g., OECD, WBCSD, WWF), academic scholars, manage-
ment practitioners and policy-makers seeking to develop an adapted and compre-
hensive sustainability framework for managing environmental resources and social
capitals in this region. The number of Asian companies using the Global Reporting
Initiative to report on Corporate Social Responsibility (CSR) has grown rapidly in
recent years. Mandatory requirements for CSR reporting have been developed in
Indonesia. In some countries such as Malaysia and the Philippines, national stock
exchanges have adjusted their listing requirements to encourage greater corporate
transparency on environmental and social issues. What is more, a number of books
and journal articles have been written on this topic and the practices and behaviours
of Asian business organisations have consistently emerged as an important research
area to explore, either for cross-country and cross-continent comparative analysis
(e.g., Matten and Moon 2008; Tipton 2009; Welford 2005; Whitley 1992; C. Williams
and Aguilera 2008) or for the study of country-specific corporate sustainability
practices (e.g., Fukikawa and Moon 2004; Moon and Shen 2010; Redding and Witt
2009; Wong 2009).
If, to some extent, a firm’s capacity to respond to sustainability issues is posi-
tively linked to the economic development of the country in which it operates, the
strong priority on growth meant that Asian economies typically kept social and
environmental expenditures relatively low and focused investments on economic
infrastructure. The non-economic dimensions of development, related to individual
and communal wellbeing and ecological integrity, have remained an appendage of
corporate strategies and operations, severely marginalised, under-resourced and
overly dependent on governments’ intervention. The difficulties in delivering CSR
above and beyond economic performance objectives can be explained by a combi-
nation of contingent factors. One important factor is the level of corruption in East
Asia, epitomised by the existence of stable and mutually beneficial exchanges of
government privileges for bribes and kickbacks (Rock and Bonnett 2004). Another
factor that can be highlighted is the financial crisis that emerged in many Asian
countries in the late 1990s – arguably (and partly) initiated by irresponsible acts of
big corporations borrowing money beyond their returning capacity in the name of
rapid expansion (Almunawar and Low 2014; Corsetti et al. 1998; Mishkin 1999).
1 Toward Inclusive Economic, Social and Environmental Progress in Asia:… 3

As a result, the capacity of many Asian economic actors to contribute meaningfully

to the search for a more balanced approach to industrial growth, social welfare and
ecological integrity was severely compromised (Bauer and Thant 2010; Chaponnière
2012). But the emergence of the crisis, and its public visibility, also provided an
opportunity to rethink the established model of development in the region and make
growth more inclusive and sustainable. Research began to focus on Asia’s vaunted
methods of learning and innovation to meet the new challenges instead of advocat-
ing for the exclusive adoption of North American and Western European concepts
and tools that are generally not acculturated to Asian environment and values
(Almunawar and Low 2014). However, our understanding of corporate sustainability-­
oriented practices in Asia remains largely underdeveloped, mainly due to a lack of
practical insights into this phenomenon (Zhao 2014). The collection of illustrative
company cases that is offered in this volume, and that focuses on sustainability-­
oriented enterprises and innovations in Asia, is thus timely. It contributes to the
development of a better and more context-sensitive way of integrating concerns for
social and environmental impacts into management decisions.

 erspectives on Sustainability in Asian Business:

P
Toward a Distinctively ‘More’ Integrative Approach

The salient role of business is particularly evident in the literature covering the eco-
nomic, social and environmental challenges of sustainable development in Asia
(e.g., Fukushi et al. 2010; Gillet al. 2010; Lin-Heng et al. 2010; OECD 2001), to
which this book constitutes a valuable additional resource. It is more specifically
addressed in studies on business sustainability and/or CSR in Asia (e.g., Asia
Monitor Resource Center 2012; Carew-Reid 2009; Chapple and Moon 2005; Kotler
et al. 2008; Low et al. 2013; Ong 2008; Rowley et al. 2012; G. Williams 2011). The
present volume makes an original contribution by bridging these two important
streams of literature insofar as it examines the link between the ‘pro-sustainability’
(otherwise referred to as CSR) activities of seven multi-national corporations (Intel,
Lenovo, Samsung Electronics, ZTE, BMW, Hyundai Motor, Mahindra & Mahindra)
and the sustainable development of Asia. A specific emphasis is placed on concepts
and ideas that are arguably well suited to support this integrative approach, that is:
‘social innovation’, ‘corporate philanthropy’, ‘green technology’, ‘sustainable
mobility’, ‘social enterprise’, and ‘sustainability-related knowledge building’. In
doing so, the book seeks to play a substantial part in expanding the positive impact
of these ‘pro-sustainability’ practices in Asia, where both the rapid growth of popu-
lations and the development of agriculture and industry are posing a serious prob-
lem on economic sustainability.
Related to our attempt at highlighting business practices that have (and are likely
to continue to have) a positive impact in Asia is the literature dealing more broadly
with the strategic, political, institutional and socio-ecological challenges related to
4 F. Martinez

sustainability in Asia. For example, the OECD’s (2001) book provides an interest-
ing perspective from which to understand the importance and complexity of uncov-
ering the (hidden) connections between social, economic and environmental
processes in the context of Asia. It essentially explores the role of social protection
systems in creating more inclusive societies, thereby offering an insightful social/
individual approach to the problem of sustainable development in Asia. Its focus on
the role of institutions (particularly those attending to the social needs of individu-
als) lead the authors to allude to different types of socially harmful activities in
which businesses are implicated (e.g. distressful work conditions, anti-competitive
behaviours). The OECD’s book is however relatively light on explanations of how
OECD countries are active (and/or challenged) in promoting the diffusion of
socially-responsible business in the name of sustainable development. The work of
the OECD may be seen to reflect a recurring observation made in recent research
works addressing the issue of sustainable development in Asia. That is, multi-­
national companies have the resources and capabilities to foster the technological,
institutional, organisational, social and cultural changes that Asian countries are
bound to operate to venture toward a more sustainable and inclusive society (Fukushi
et al. 2010; Gill et al. 2010; Lin-Heng et al. 2010). Therefore, future research efforts
in Asian sustainable development ought to examine the best practices that will help
multi-national companies to foster such changes and expand the scope of their posi-
tive societal impact.
A popular perspective from which the role of multi-national companies in Asian
sustainable development has often been analysed is CSR (Asia Monitor Resource
Center 2012; Low et al. 2013; Williams 2011). For example, Low et al. (2013) pro-
vide a comprehensive overview of the practice of CSR in Asia. They observe that
CSR is often seen through the lenses of Western thinkers. The application of CSR in
Asia, they argue, would benefit from the incorporation of Asian philosophies and
thoughts. The book proposes to compare Western and Asian perspectives on CSR
and present them in the light of Asian philosophies and thoughts, such as Confucian,
Islamic (Koranic), Indian (Vedantic) and other Asian ways of looking at CSR in
their own rights and perspectives. In a similar vein, the book edited by G. Williams
(2011) examines the diverse meanings generally attached to the concept of CSR in
Asia. It essentially highlights the role of Asian companies in leading their own way
in markets which are hugely complex and dynamic. The focus is on the factors
operating inside the company and influencing perceptions of CSR. The books pub-
lished by Low et al. (2013) and G. Williams (2011) contribute to our understanding
of the perceptions and meanings of CSR in Asia. By contrast, the contents of the
present volume will be oriented toward understanding the impact of pro-­sustainability
(or CSR) activities in Asia. The series of case studies is expected to cover a wide
range of challenges related to both internal and external corporate processes and
that appear to foster sustainable development in Asia. The focus on ‘impact’ will
help to clarify, and potentially expand, the socio-economic contribution of the busi-
ness community to Asian development.
One general criticism that can be levelled at the contributions that use the con-
cept of CSR is that they are often undertaken in isolation to the economic, social and
1 Toward Inclusive Economic, Social and Environmental Progress in Asia:… 5

environmental contexts of the firm. Despite the substantial challenges faced by

Asian companies in managing and fostering sustainable development, it may be
advanced that our book will be unique in its ambition to make an explicit link
between corporate sustainability practices and the sustainable development of Asia.
Both the ‘marketing’ perspective of Kotler et al. (2008) and the ‘leadership/rela-
tional’ approach adopted by Rowley et al. (2012) constitute an effort in this sense as
they make a link between sustainable business performance and the strategic (and
decision-making) context of the firm. Yet their focus on the organisational (or ‘firm-­
level’) factors that appear to be associated with strong corporate sustainability
means that the broader implications for the sustainable development of Asia are still
neglected – perhaps owing to a lack of depth and contextualisation of the findings.
The difficulty in obtaining a complete overview of the sustainability challenges at
the scale of both corporations and the Asian continent might be advanced to explain
the lack of context-sensitive insights in existing research. This book plays a part in
addressing this gap, partially because its contents stem from discussions between
academic scholars and management practitioners. Hence, the impact of disciplinary
bias is reduced and the transdisciplinary and integrative scope that the book seeks to
generate is facilitated.

Book Overview – Seven Illustrative Company Cases

This volume is a cross-disciplinary attempt to clarify some conceptual and practical

issues that surface the societal role of business firms in Asia. It brings together
highly diverse perspectives that contribute to our understanding of various forms of
corporate engagement in pro-sustainability activities and provide great scope for
applications to other company cases in Asian countries. One important pattern that
is often advanced to motivate corporate engagement in pro-sustainability activities
is the extent to which domestic companies engage in international trade, even where
that trade is with other Asian nations (Chapple and Moon 2005). This means that
some level of homogeneity in engagement modes are likely to be found across
Asian companies operating in countries that are well integrated in the international
economy – for example: Malaysia, the Philippines, Singapore and Thailand
(Chapple et al. 2014). By contrast, the impact of, and on, pre-existing levels of eco-
nomic development is not seen as a primary source of motivation for societal
engagement by Asian companies, resulting in some level of opacity and a lack of
knowledge about the extent to which corporate activities generate inclusive eco-
nomic, social and environmental progress in Asia. This book guides readers through
the story of how seven multi-national companies act to promote, develop and imple-
ment specific modes of sustainability-driven enterprises and innovations in China,
Korea and India.
The authors develop a narrative of how a particular set of challenges arose for the
company, how executives responded to these challenges, with what effects (both
desired and undesired), externally and internally and with what impact on a various
6 F. Martinez

set of stakeholders (e.g., investors, customers, suppliers, employees, non-­

governmental organisations). Each case ends with an outlook of future challenges.
Our understanding of the context in which these multi-national companies operate
is enriched by market and financial information. The cases are organised in seven
chapters as follows.
Chapter 2 discusses the evolution of the concept of CSR in China with an empha-
sis on the innovative practices that Information and Communication Technology
corporation Intel put in place to create sustainable shared business and social value.
Igel, Yeung and Prince introduce the concept of CSR 3.0, referring to it as an
advanced version of CSR that fosters social innovation and strengthens stakeholder
relationships. The case of Intel allows to unveil important factors within CSR 3.0
that act to catalyse social innovation, such as cross-pollination of idea systems
amongst stakeholders and the coalescing of stakeholders’ resources.
Chapter 3 explores the venture philanthropy programme launched by PC makers
Lenovo in 2007. It provides yet another angle from which to examine the channels
through which CSR strategies can be developed in the context of China. The chapter
explains how Lenovo leveraged a set of resources and capabilities to support and
empower sustainability-oriented enterprises and not-for-profit organisations to
make a significant social contribution.
Chapter 4 examines the concept of corporate social responsibility in relation to
the activities of Samsung Electronics, with a particular emphasis on the company’s
green management initiative that started in Korea and went on to impact the entire
memory chip industry, shifting it towards increasing consideration and adoption of
green innovations.
Chapter 5 discusses the efforts of ZTE to eliminate digital chasm in Africa. The
company deploys green innovation and technologies to improve urban livelihood,
build a healthier economic and industrial structure, and a stable and harmonious city
while promoting sustainable urban development.
Chapter 6 documents and examines how BMW Group Korea has fostered prog-
ress in sustainable mobility through the BMW i project. The BMW i project was
initiated by the BMW Group in Germany. It constitutes an innovation to build an
electric city car designed for urban use and to ensure that the materials, production
process, supply chain, and recycling all adhere to sustainability-oriented principles.
Considering the interest in electric cars on the market, BMW’s efforts and mile-
stones are reviewed to determine the success of launching environmental friendly
individual mobility.
Chapter 7 explains how Hyunday Motor Company supports social enterprises
via cooperative relations between its corporate sociocultural team and external
expert groups, and by fostering representative, job-creating enterprises.
Chapter 8 provides an overview of Mahindra & Mahindra’s initial steps to under-
stand the potential for sustainability and the challenges it could encounter when
embarking on a sustainability path. The initial approach of the company, and its
supporting management structure, are introduced. An overview of its activities
intended to raise general awareness and creating management buy-in will be pro-
vided and its Road Map to sustainability explicated. The case study concludes with
1 Toward Inclusive Economic, Social and Environmental Progress in Asia:… 7

an overview of achievements and outcomes to date and a summary of it external

collaborations and partnerships.
These company cases will arguably appeal to the interest of industry practitio-
ners who seek new opportunities and innovative solutions to substantially foster
their contribution to the sustainable development of Asian societies. It will also
appeal to international bodies who acknowledge the fundamental social and envi-
ronmental role of business organisations and recognise the urgency of generating
solutions to the issues of environmental integrity/resilience and social equity at a
global scale (OECD 2001, 2012; WBCSD 2013; WWF 2012). The challenges of
managing and integrating economic, environmental and social responsibility in
business also attract a high level interest among policy review agencies (or ‘think
tanks’), policy-makers and welfare economists seeking to support the development
of a comprehensive sustainability framework for Asian development. The volume is
anticipated to have an educational objective. It can be used in graduate classrooms
to teach and provoke stimulating debates about the theoretical and practical chal-
lenges of corporate sustainability in the context of Asia. We further expect that the
book will be of interest to a broad range of researchers. It offers a rich source of case
study examples that guide toward the systematic development of ‘pro-­sustainability’
corporate initiatives in Asia.

References

ADB. 2012. Asian development outlook 2012. Confronting rising inequality in Asia. Mandaluyong
City: Asian Development Bank.
Almunawar, M., and K. Low. 2014. Corporate social responsibility and sustainable development:
Trends in Asia. In ed. K. C. P. Low, S. O. Idowu and S. L. Ang, 173–196. Cham: Springer
International Publishing.
Asia Monitor Resource Center. 2012. The reality of corporate social responsibility: Case studies
on the impact of CSR on workers in China, South Korea, India and Indonesia: Asia Monitor
Resource Centre.
Bauer, A., and M. Thant (eds.). 2010. Poverty and sustainable development in Asia: Impacts and
responses to the global economic crisis. Mandaluyong City: Asian Development Bank.
Carew-Reid, J. (ed.). 2009. Strategies for sustainability: Asia. London: Earthscan.
Chaponnière, J.R. 2012. The socioeconomic consequences of the global crisis on Asia. In
Socioeconomic outcomes of the global financial crisis: Theoretical discussion and empirical
case studies, ed. U. Schuerkens, 191–221. Oxon: Routledge.
Chapple, W., and J. Moon. 2005. Corporate social responsibility (CSR) in Asia: A seven-country
study of CSR. Business and Society 44(4): 415–441.
Chapple, W., C. Herzig, and R.C. Slager. 2014. The dynamics of corporate social responsibility in
Asia: A 6 country study. Academy of Management Proceedings 2014(1): 16813.
Corsetti, G., P. Pesenti, and N. Roubini. 1998. What caused the Asian curency and financial crisis?
Part I: A macroeconomic overview. Cambridge, MA: National Bureau of Economic Research.
Fukikawa, K., and J. Moon 2004. A Japanese model of corporate social responsibility? A study of
website reporting. Journal of Corporate Citizenship, 16(October), 45–59.
Fukushi, K., K.M. Hassan, R. Honda, and A. Sumi (eds.). 2010. Sustainability in food and water:
An Asian perspective. London: Springer.
8 F. Martinez

Gill, S.S., L. Singh, and R. Marwah (eds.). 2010. Economic and environmental sustainability of the
Asian region. New Delhi: Routledge.
Kotler, P., H. Karatajaya, H.D. Huan, and S. Liu. 2008. Rethinking marketing: Sustainabe market-­
ing enterprise in Asia, 2nd ed. Singapore: Prentice Hall.
Laruelle, M., and S. Peyrouse. 2012. The challenges of human security and development in central
Asia. In The security-development nexus: Peace, conflict and development, ed. R. Amer,
A. Swain, and J. Öjendal, 137–160. London: Anthem Press.
Lin-Heng, L., G. Ofori, M.-L.L. Choo, C.R. Savage, and T. Yen-Peng (eds.). 2010. Sustainability
matters: Environmental management in Asia. Singapore: World Scientific Publishing.
Lipovsky, I. 1995. The deterioration of the ecological situation in central Asia: Causes and possible
consequences. Europe-Asia Studies 47(7): 1109–1123.
Low, K.C.P., S. Idowu, and S.L. Ang (eds.). 2013. Corporate social responsibility in Asia. London:
Springer.
Matten, D., and J. Moon. 2008. ‘Implicit’ and ‘explicit’ CSR: A conceptual framework for a com-
parative understanding of corporate social responsibility. Academy of Management Review
33(2): 404–424.
Mishkin, F.S. 1999. Lessons from the Asian crisis. Journal of International Money and Finance
18(4): 709–723.
Moon, J., and X. Shen. 2010. CSR in China research: Salience, focus and nature. Journal of
Business Ethics 94(4): 613–629.
OECD. 2001. Towards Asia’s sustainable development: The role of social protection. Paris: OECD
Publication Service.
OECD. 2012. OECD environmental outlook to 2050: The consequences of inaction. Paris: OECD
Publishing.
Ong, M. 2008. Contextualising corporate social responsibility in Singapore. Singapore: Centre on
Asia and Globalisation, Lee Kuan Yew School of Public Policy, National University of
Singapore.
Petri, P., and T. Vinod. 2013. Development imperatives for the Asian century. Development Bank
Economics Working Paper Series No. 360. Retrieved from http://ssrn.com/abstract=2295823.
Redding, G., and M. Witt. 2009. China’s business system and its future trajectory. Asia Pacific
Journal of Management 26(3): 381–399.
Rock, M.T., and H. Bonnett. 2004. The comparative politics of corruption: Accounting for the East
Asian paradox in empirical studies of corruption, growth and investment. World Development
32(6): 999–1017.
Rock, M.T., D.P. Angel, and T. Feridhanusetyawan. 1999. Industrial ecology and clean develop-
ment in East Asia. Journal of Industrial Ecology 3(4): 29–42.
Rowley, C., J. Saha, and D. Ang. 2012. Succeed or sink: Business sustainability under globalisa-
tion. Oxford: Chandos Publishing.
Smith, D.V., and K.F. Jalal. 2000. Sustainable development in Asia. Manila: Asian Development
Bank.
The World Bank. 2012. Turn down the heat: Why a 4 °C warmer world must be avoided.
Washington: The World Bank and the Potsdam Institute for Climate Impact Research and
Climate Analytics.
Tipton, F. 2009. Modelling national identities and cultural change: The Western European,
Japanese and United States Experiences compared. International Journal of Cross Cultural
Management 9(2): 145–168.
WBCSD. 2013. Vision 2050: The new agenda for business: World business council for sustainable
development.
Welford, R. 2005. Corporate social responsibility in Europe, North America and Asia. Journal of
Corporate Citizenship 17(1): 33–52.
Whitley, R. 1992. Business systems in East Asia -firms, markets and societies. London: Sage.
Williams, G. (ed.). 2011. Responsible management in Asia: Perspectives on CSR. New York:
Palgrave Macmillan.
1 Toward Inclusive Economic, Social and Environmental Progress in Asia:… 9

Williams, C., and R. Aguilera. 2008. Corporate social responsibility in comparative perspective. In
Oxford handbook of corporate social responsibility, ed. A. Crane, A. McWilliams, D. Matten,
J. Moon, and D. Siegel, 452–472. Oxford: Oxford University Press.
Wong, L. 2009. Corporate social responsibility in China: Between the market and the search for
sustainable growth development. Asian Business and Management 8(2): 129–148.
WWF. 2012. Living planet report 2012: Biodiversity, biocapacity and better choices. Gland/
London: Worldwide Fund For Nature.
Zhao, L. 2014. Convergence of East-west business management philosophy: The significant devel-
opment of Chinese CSR theory and practices. In Corproate social responsibility and sustain-
bility: Emerging trends in developing economies, vol. 8, ed. G. Eweje, 79–116. Bingley:
Emerald.
Chapter 2
Catalyzing Social Innovation – How Intel
Helped to Create a Vibrant Social Ecosystem
in China

Barbara Igel, C.Y. Yeung, and Sheikh A. Prince

Origins of Intel’s Approach to CSR in China

In the early 1990s, the Chinese information and communications technology (ICT)
industry was still in its infancy. It was by no means certain that China would become
the global leader in ICT production, consumption, and R&D that it is today, despite
the government’s strategic intent to promote the local industry. At the time, the
global ICT industry was dominated by vertically integrated companies, confining
the nascent PC industry to a handful of large multinational corporations in China.
Intel recognized that to grow its business in China, it had to first help China to
grow. Under the stewardship of the then-CEO and co-founder Andy Grove, Intel’s
China strategy focused on enabling a vibrant horizontal computing industry based
on open standards. Intel began systemically engaging local stakeholders across the
industry, leveraging its experience and resources to help local companies “crawl,
walk, and run”. As part of this strategy, Intel first established its fully owned opera-
tion and legal entity, the Intel Architecture Development Lab, in 1994 in Shanghai
with the sole purpose of enabling a vibrant computing ecosystem in China. Intel
brought in teams of technologists and business experts from around the globe,
developed local talent and worked with local developers to create advanced hard-
ware and software products based on Intel’s architecture. It established a software
group to help the software development community to master the best-in-class con-
sumer and business applications based on the latest technology. This would ensure
that Chinese software applications were available at the launch of Intel’s latest

B. Igel (*) • S.A. Prince

Asian Institute of Technology, Pathumtani, Thailand
e-mail: igel@ait.asia
C.Y. Yeung
Intel China Ltd., Beijing, China
e-mail: c.y.yeung@intel.com

© Springer International Publishing Switzerland 2017 11

G. Lenssen et al. (eds.), The Role of Corporate Sustainability in Asian
Development, Advances in Business Ethics Research 7,
DOI 10.1007/978-3-319-45160-2_2
12 B. Igel et al.

Fig. 2.1 Intel’s business growth in China since 1985

g­ eneration of PC by its OEM customers (this was the precursor of Intel’s 8000
strong Intel Software and Services Group today). Intel also organized multiple
large-scale matchmaking events to bring global and local hardware and software
players together and form partnerships to jump-start the Chinese computing indus-
try development.
Being Intel’s new home country, Intel was abiding by rules that were stricter than
China’s local regulations and laws. Intel also had closely followed the government
agenda since setting up its operations in China in 1985. When the government
agenda targeted the west part of China, Intel invested in a major factory at Chengdu
(see Fig. 2.1). A few years ago when the government talked about how to revitalize
the northern and eastern parts of China – Intel set up its first fabrication factory in
Dalian. In line with the government agenda to upgrade the industry, Intel has also
invested into a regional R&D company in Shanghai.
Intel also brought its flagship Intel Development Forum to China to introduce the
latest and best-in-class technology to local developers. And in 1998, Intel Capital
which is Intel’s strategic venture capital arm began operating in China to further
stimulate and accelerate the computing and communication industry’s growth.
These collaborations with companies, policymakers, academics, and end users
across the industry, provided Intel real-time knowledge and insight into the local
2 Catalyzing Social Innovation – How Intel Helped to Create a Vibrant Social… 13

computing industry and its markets and enabled ideas to quickly cross-pollinate,
risks to be shared, and innovation to thrive. More importantly, these partnerships
played a key role in stimulating an environment for collaborative innovation based
on open industry standards, which catalyzed the development of a vibrant ICT sec-
tor that laid the foundation for Intel’s success in China today.
By the turn of the century, China’s economy had grown so big, that many multi-
national corporations (MNCs) designated it as an independent geographic segment.
MNCs typically tried to penetrate a large foreign market by exploiting their connec-
tions with local key stakeholders. But Intel, instead of regarding China simply as a
marketplace, aimed to be a part of China’s economic growth and development by
trying to understand what China’s dream was about – achieving national rejuvena-
tion, prosperity and wellbeing of people. The third plan of Chinese national confer-
ence focused on the social and political issues of the country towards revivalism.
Intel had anticipated this quite some time ago and started to review and reformulate
its CSR strategy to create value in support of China’s Great Dream.
By 2012, according to the International Data Corporation (IDC), the PC industry
in China had surpassed that in the U.S. to become the world’s largest market mostly
with Intel Inside. As Intel’s strategy evolved, it continued to promote the smart use
of ICT in China as a tool to drive China’s economic transformation and social devel-
opment. Not only had the ICT industry dramatically grown itself, it had enabled
tremendous growth in other industries. Intel recognized that its contribution was not
just in the way that technology enabled innovative solutions, but in how enabling the
development of the technology ecosystem stimulated the entire industry, fostering
and multiplying the impact of those solutions. Similarly, new ways of thinking –
social innovation- just like new types of technology, could also be applied to enable
new social solutions. Inspired by this, Intel began to explore how the very same
approach of building an enabling ecosystem and fostering cross-sector collabora-
tion might be applied to addressing China’s prevailing social and environmental
challenges. But to achieve this, it was crucial to build a vibrant “social ecosystem”
to develop, test, use, scale, and share new approaches to solving social problems.
As the Chinese government began to shift its direction toward more inclusive and
sustainable development, and with Intel’s experience in China, it was clear to Intel
that to solve social problems China would need to build up its social infrastructure
as aggressively as it had built its technology infrastructure to grow the ITC industry.
And by following a similar approach, Intel could help China create a vibrant social
ecosystem to stimulate social innovations that could tackle China’s rising social and
environmental challenges. From technology innovation to social innovation, cata-
lyzing collaborative solutions by creating ecosystems around key social issues
could be the recipe for China to fulfill its “China Dream”. But this required busi-
nesses to play their part by redefining CSR and embracing a new model focusing on
real sustainability.
On 29th November, 2013, Mr. CY Yeung, the Director, CSR, Intel China pre-
senting his case at the ABIS Global CSR Conference at the Korea University, in
Seoul explained to the audience:
14 B. Igel et al.

I was assigned to lead a particular role across organization. I was asking myself questions
that were coming from the business and also from the technology world, such as 1) what
impact are we at Intel trying to make? 2) Who are our key stakeholders? 3) What values
does CSR really target? CSR is not something that is already carved in stone, we rather find
it in our own job description.

The Evolution of CSR in China

CSR has been evolving rapidly in China over the last 5 years, in part from a more
discerning middle class of consumers, and in part from increased pressure from
traditional and social media. Historically, Chinese businesses regarded CSR as phi-
lanthropy. But, as the government realized that China could no longer afford to grow
at the expense of social stability and environmental sustainability, Chinese busi-
nesses also began to identify CSR as their contribution to addressing these more
complex issues. Now it is clear the current Chinese leadership has elevated CSR to
a national priority by driving smart, inclusive, and sustainable development for a
“Beautiful China” (as China’s new leadership declared in 2013).
Despite the heightened attention, social challenges such as education, health
care, elderly care, pollution, and the wealth divide are so complex that no single
government or organization can tackle them on its own. Cross-sector and cross-­
border collaboration is required among policymakers, businesses, nonprofits, aca-
demia, development agencies, and citizens around the world. In China, there is a
unique opportunity to leverage the support of the Chinese government to create an
enabling environment for collaboration and innovation to flourish.
Over the last 30 years, multinational companies have played an indispensable
role in advancing China’s economic development through foreign direct investment,
technology transfer, local talent development, and created shared economic value
both for China and for corporate shareholders. With the business landscape now
rapidly shifting away from an investment-driven, resource-intensive, export-led
growth model, the real opportunity for multinational companies is to move up the
value chain to create shared economic and social value to grow together with China.
As such, it is imperative for corporate social responsibility to embrace the opportu-
nity of corporate social innovation.

Evolutionary Learning: Intel’s Journey to CSR 3.0

The development of Intel’s CSR strategy in China has been typical of many multi-
national companies. Nevertheless, it has been a long but exciting journey. This
thinking initially started at the community level where Intel strove to be an asset to
the communities in which it was operating. This initial program laid a solid founda-
tion for a range of corporate volunteerism, philanthropy, and social contribution
programs (CSR 1.0).
In 2000, Intel identified the need to improve the quality of education and launched
the Intel Teach program in China with the Ministry of Education. Intel recognized
2 Catalyzing Social Innovation – How Intel Helped to Create a Vibrant Social… 15

that it could leverage its core competencies in innovation and technology to help
China develop new ways of effectively delivering quality. Intel believed that
­education is key to China’s economic and social development, as well as to cultivat-
ing the next generation of innovators. Improvements in education create the edu-
cated workforce necessary for a competitive ICT industry, and boosts innovation.
This, in turn, stimulated demand for computing and communication devices, bene-
fitting Intel’s business.
Research has shown that the degree of ICT usage correlates directly with eco-
nomic and social development indicators, and therefore the broader use of ICT
would enhance national productivity and economic development (Kraemer and
Dedrick 2001; Qingxuan and Mingzhi 2002). In short, by focusing on education,
Intel would not only help contribute to China’s education goals and its economic
and social development, but also would grow China’s demand for ICT products.
This approach, often called “shared value” nowadays, is considered by Intel as CSR
2.0. The concept of shared value can be defined as policies and operating practices
that enhance the competitiveness of a company while simultaneously advancing the
economic and social conditions in the communities in which it operates (Porter and
Kramer 2011).
Intel’s CSR team recognized it would require a paradigm shift on the part of
businesses to embrace corporate social innovation. Intel’s CSR agenda identified
the need to drive social innovation and thus emphasized building the ecosystem that
catalyzes social innovation as the path to sustainable social development and long-­
term business value creation. CSR teams would require a mandate to create shared
business and social values to achieve a systemic impact. The goal would be to create
a new driving force for China’s development, one that would be more sustainable
than in the past. Intel believed this concept of taking an issue-centered approach and
building an ecosystem of organizations to address the issue represented a new way
of thinking about CSR and coined it CSR 3.0.
Intel’s CSR 3.0 strategy calls for working with other stakeholders from all sec-
tors to better identify the root causes of social issues, identify effective partnerships,
deploy resources more effectively at a cross-sector level, and strive for systematic
solutions for collective impact. CSR 3.0 initiatives are always interesting among the
business academia, policy makers, governments, NGOs- not only locally but also
globally- as it provides new opportunities for expanding the market and creating
future product solution.
Definition – Intel’s CSR 3.0
Intel’s CSR 3.0, is defined by a fundamentally different approach to value creation
which has important implications for business and society in the twenty-first cen-
tury. This model of collaboration can mobilize resources at sufficient scale to deliver
long-term social change by expanding the scope of the conventional corporate
responsibility definition from “corporate-focus” to “regional-focus” by creating an
ecosystem of stakeholders where ideas can be cross-pollinated and resources can be
pooled to tackle social problems together. Creating innovative solutions to problems
in society unleashes new market demands, but achieving these CSR dividends
16 B. Igel et al.

requires creating an environment that excites key influencers, revitalizes the organi-
zation, and ignites the marketplace. Intel’s CSR 3.0 emphasizes building the ecosys-
tem that catalyzes social innovation as the path to sustainable social development
and long-term value creation.

Catalyzing Social Innovation Through CSR 3.0

Corporate innovation tends to be associated with the creation of new products or

processes that deliver value to the customers in new and improved ways. Social
innovations then are new ideas (products, services and models) that simultaneously
meet social needs (more effectively than alternatives) and create new social rela-
tionships or collaborations (Murray, Calulier-Grice and Mulgan, 2010). Social
innovation is the process of inventing, securing support for, and implementing novel
solutions to social needs and problems. These solutions are both social in their ends
and in their means. As with technological innovation, social innovation is thus both
an approach and a result: a way of thinking and the application of that thinking to
solving social problems.
As the Chinese government began to shift its direction toward more inclusive and
sustainable development, it was clear to Intel that to solve social problems China
would need to aggressively build out its social infrastructure, just as it had built out
its technology infrastructure to grow the ICT industry. By following a similar
approach, Intel could help China create a vibrant social ecosystem to unleash social
innovation to tackle China’s social and environmental challenges.
The CSR 3.0’s vision is to catalyze that process, not only as a proactive actor
involved in driving change directly, but more importantly, by contributing to the
creation of an ecosystem that is conducive to the formation and realization of those
ideas. Through active participation in the development and implementation of that
social innovation, the company not only achieves its economic goals, but also
ensures its own long-term sustainability by becoming an indispensable component
of society.
The Evolution of CSR
The CSR of today rethinks the concept of value creation and the role of collabora-
tion, mobilizing resources at sufficient scale to deliver long-term social change.
Originally, leading CSR practices asked, “How can our company best make a differ-
ence using our unique competencies?” The next stage asked, “How can our com-
pany strategically partner with others to address the problem?” Now a more systemic
approach has evolved requiring a better understanding of the problem, the overarch-
ing solution, and the role of different stakeholders as a part of that solution. This
now requires companies to ask, “How can we inspire and drive progress from all
key stakeholders that could currently or potentially influence the issue in the future?”
Crucially, focusing on the issue first changes the perspective and reveals new options
for how a company can add value as one of many contributors to the solution: for
2 Catalyzing Social Innovation – How Intel Helped to Create a Vibrant Social… 17

example, through utilizing corporate networks of suppliers and vendors, its relation-
ships with government, its employee skill sets, its problem-solving abilities, and so
on. Creating an ecosystem and “learning network” among all the relevant stakehold-
ers addressing the issue allows ideas to quickly cross-pollinate and resources to be
pooled to tackle social problems together.
Corporate Social Responsibility Practice

Catalyze
Social Innovation
• Sustainable Development
• Innovative Education
• Improve Livelihood
• Social Harmony
Promote
Cross-Sector
Partnership
• Industry Partners
• Government, Research Institution
• Philanthropic Organization, Foundation
• Other Social Powers
Play Own
Advantages
• Technology, Fund, Philosophy
• Industry Impact
• Other Resources

New Idea, New Way, New Approach, New Technology

Embracing the “WE” vs “I” paradigm of CSR helps create a bigger pie for busi-
ness and society to collaborate and thrive for collective impact. This helps stake-
holders to gain better insight into the root-causes of social issues as opposed to the
symptoms, and to more effectively and efficiently deploy resources at a cross-sector
level than at a single issue level which is critical for systematic change.
The innovation cycle (see Fig. 2.2) defines Intel’s relationship between its busi-
ness, its industry, and society. It is a core concept of CSR 3.0. Driving innovation in
any one of these three domains impacts the others in mutually supportive ways.
Technology Innovation is the Raison d’être for Intel and what Intel stands for.
Intel’s founders helped spawn the ICT industry through transistor circuit. Moore’s
Law, proposed by Intel co-founder Gordon Moore, has contributed to productivity
gain by delivering more function at the same cost – not only in the ICT industry but
also the entire economy.
Collaborative Industry Innovation enables a vibrant open industry ecosystem
based on open standards, lowers the industry entry barriers and encourages broad
scale innovation. For Intel, technology innovation and industry innovation come
hand in hand.
18 B. Igel et al.

Fig. 2.2 INTEL’s innovation cycle

Social Innovation The twenty-first century model of addressing social challenges

requires a new approach with uses of technology. Effective use of technology can
more effectively and efficiently address social challenges and also create new
­markets for ICT, shaping the future of technology development, propelling a virtu-
ous circle.
Intel started by identifying unsolved social problem as a way to orient its technol-
ogy, product and market strategy. The resulting innovation, in turn, provides new
value within industries, which then can create social value and social innovation as
end-users apply the innovations in ways that address social issues. As social solu-
tions improve and alter the needs coming from society, society then requires a new
and refreshed orientation for technology innovation, reinvigorating the innovation
cycle anew. Intel sees the innovation cycle as an effective strategic framework that
acts as a compass to orient the logic and goals of cross-sector partnerships (Fig. 2.3).
CSR 1.0 is primarily focused on reducing negative impacts to society and support-
ing social issues through philanthropic or social contribution programs at a com-
munity level.
CSR 2.0 takes a more strategic and collaborative approach; companies work with
value chain members to identify win-win opportunities where their core compe-
tencies can create shared value for society and themselves, or that are closely
related to their business.
CSR 3.0 takes into account a company’s broader ecosystem, and works to
strengthen that ecosystem to provide systemic solutions to social problems
through cross-sector partnerships for long-term and fundamental improve-
ments to society.
2 Catalyzing Social Innovation – How Intel Helped to Create a Vibrant Social… 19

Fig. 2.3 Strategic CSR creating social impact & business value

The Intel group is all about technology innovation and depends on its customers’
success and they are facing more and more challenges concerning the environment,
education, supply chains, talent acquisition and so on. The government’s agenda on
public health care, urbanization, modern agriculture etc. shown on the left side of
Fig. 2.4 opens up numerous possibilities for contributions from corporate CSR
initiatives.
The social ecosystem platform shown in the middle, connects between society’s
present needs and anticipated future needs while the core engines powering the
business, the technology development and economics are shown on the right side.
In this area are numerous opportunities for social innovation, where academicians,
policy makers, government, NGOs, business leaders and innovators can work
together to make innovations happen that create shared value.
Intel created value for both, its business and for its shareholders by mobilizing
different sectors across the industry and connecting best practices, experts, business
leaders and politicians to work together on the issues of high importance to the
society. That requires leadership, collaboration and innovation (Fig. 2.5).
In late 2010, Yin Gefei, Vice President of WTO Tribune approached Intel. He
was intrigued by Intel’s approach to CSR and its thinking about the CSR ecosystem.
He sought to further explore and elaborate on the concept, and share this way of
thinking with other businesses in China. Yin Gefei and Yu Zhihong, Chief Editor of
WTO Tribune, had long been strong advocates of the CSR movement in China. Intel
was sharing the same aspirations to contribute to China’s inclusive and sustainable
development through its own experience. This marked the beginning of the journey
to publish the Intel China case story. Two years later, on Christmas Eve in 2012, in
a coffee shop near the Olympic Park, C Y Yeung, Director, Corporate Responsibility,
20 B. Igel et al.

Fig. 2.4 Corporate social innovation creating competitive advantage

Fig. 2.5 Shared value creation

Intel China analyzed previous experiences and mapped out an outline. Much of this
thinking around the social ecosystem had grown out of Intel’s earlier work on
enabling technology and the ICT industry ecosystem starting from the turn of the
millennium and Intel’s pioneering work since 2009 around social innovation.
Examples of Intel’s social innovation initiatives, such as the Intel Teach program,
ICT in medical services and caring for the elderly are described below.
2 Catalyzing Social Innovation – How Intel Helped to Create a Vibrant Social… 21

The Intel Teach Program

The Intel Teach program launched in China at the beginning of 2000 provides a
good example for shared value creation. The aim was to accelerate China’s educa-
tion quality to areas and regions most in need. Intel believed that education is key to
China’s economic and social development, as well as to cultivating the next genera-
tion of innovators. Intel began to focus on education as an area that would generate
multiple social “wins” and boost innovation in the economy that would, in turn,
create demand for computing and communications. Broader use of ICT would
enhance national-wide productivity and economic development. The high-tech ICT
industry would also need an well-educated workforce if it was to experience rapid
development that Intel envisioned. Increased computing and communication usage
correlates with economic and social development. In short, by focusing on educa-
tion, Intel would not only help contribute to achieving China’s domestic goals, but
also help create new uses and uses for ICT, creating future demand for Intel’s
products.
The Intel Teach program has trained over 2.2 M teachers in the twenty-first cen-
tury. Through this collaboration, the government also invested an additional RMB
20 billion to establish over 1000 schools and 100 colleges specifically located in
impoverished areas in China. The program’s e-learning model that evolved from the
collaboration has changed thinking about the potential of ICT in the China’s educa-
tion system. It is transforming the education experience in many provinces.
Intel’s collaboration on China’s rural education is more than just a CSR program.
It is a coordinated and long-term attack on China’s rural education deficiencies in
partnership with key influencers. This approach is especially important during the
rise of China that, while lifting hundreds of millions of Chinese out of poverty, is
also producing great strains on natural and human systems.
Intel’s role in this multi-sector partnership has won it the prestigious “Outstanding
Contribution to Education” award 8 years in a row by the Chinese Ministry of
Education. The effort has also created new market demands. Because of the notable
success of the Intel Teach program to utilize ICT as a training tool, as well as the
new teaching methods and models that it provided, Chinese schools are now increas-
ingly equipping themselves with computers and digital tools – making a direct mar-
ket impact. And in other cases, education stakeholders are seeing the effectiveness
of ICT as a teaching tool and coming up with even more and better uses for ICT in
the classroom.
Furthermore, the students benefiting from the program and/or application of
technology and now are more likely to have a greater earning potential from their
improved education, which may translate into more demand for ICT products that
they otherwise would not have been able to buy. It summary, the Intel Teach pro-
gram has become a positive reinforcing cycle that applies new teaching tools and
techniques, but also leads to even better education innovations and ways to use more
ICT in the classroom. In other words, this coordinated effort to address education
Another random document with
no related content on Scribd:
 A LOGGUN LADY. FUNHA OF MAFFATAI.
ABDALLAH OF MANDARA.

From Drawings by Major Denham. Engraved by E. Finden.

Published Feb. 1826, by John Murray, London.

On entering the town of Angala, on the 19th, Bellal, who had

accompanied Mr. Toole and myself on the excursion to Loggun,
again pointed out the place where we had deposited my unfortunate
friend. I went to the spot to see that it was not disturbed; and a
peaceful depository it had proved for his remains: every thing
remained just as I had left it, even to the branches which covered his
grave, and I was fearful, by exciting observations, to risk their
disturbance.
 On the 20th we reached Maffatai, and took possession once more
of my old quarters in Birmah’s house. The host, however, was from
home, getting his gussub into the ground; his eldest wife did the
honours: she also gave me a little more of her company than before,
and told me, very good-naturedly, that she could do many things
now, that she could not when the lord was at home. Nothing, indeed,
could exceed the kindness with which my hostess, who was called
Ittha, did all she could to show how welcome a visitor I was.
“Birmah,” she said, “must stay and get in the corn, but she hoped I
should not miss him.” During the first day she came repeatedly with
her sister Funha, a negress with an expression of countenance more
pleasing than I had ever before seen, of about eighteen, who, Ittha
said, was most anxious to see me, from what she had told her
formerly. Luckily, she added, Funha had divorced her husband only
two days before, or she could not have had that pleasure. Ittha, with
all the familiarity of an old acquaintance, uncovered my hands, arms,
and breast, to show to her sister my extraordinary whiteness. It
seemed to surprise her greatly; but nevertheless I was pleased to
observe that it did not appear to excite either much alarm or disgust:
but what certainly seemed to both the greatest wonder, was the sight
and touch of my head, which had just been shaved; it was literally
passed from the hands of one to the other, with so many remarks,
that some minutes elapsed ere I could be allowed to replace my
turban. When, at length, they left me, Ittha exclaimed, pressing my
hand with both hers, that I was fit to be a sultan, mai, mai, wolla! and
that Funha should shampoo me, and try to bring on sleep, as I must
be tired and fatigued by the heat of the sun. This, however, was not
all: towards evening, more than a dozen of Ittha’s friends, the
principal ladies of the town, came, in consequence of the liberty she
enjoyed while the goodman was away, to have a look at the bulfulk
(white man), each bringing me something—a few onions, a little rice,
or a bowl of milk, as a present. Funha performed all the duties
imposed on her to perfection. I had a supper of pounded rice, milk,
and honey, with something like bread made into cakes: and verily I
began to think, like Ittha herself, that I not only deserved to be a
sultan, but that I had really commenced my reign.
 We moved to Showy, and crossing the Gurdya by a slanting ford,
came more to the eastward than before, and by a nearer route. I was
here greatly amused with seeing a party of girls skipping in a long
rope, just as we do in England, and the fear of losing my dignity
alone prevented my speedily joining them. They performed well; but
then it must be recollected that they were totally unincumbered with
drapery or any covering whatever, although good-sized young ladies
of twelve or thirteen years old. The inhabitants of Showy are a most
indolent happy people: half the night is passed in fishing, which is
their sole support; and towards evening, each day, the sound of the
drum calls them to the open space in the centre of their huts, when
the men form themselves into circles, and dance in a most uncouth
though joyous manner. The women all assemble at a certain part of
the circle, sitting on the ground with their faces covered, and salute
the most active with loud screams of approbation.
D. Denham. J. & C. Walker Sculp.

Hager Teous called by the Natives the Foot Stool of Noah.

(Large-size)
Published by J. Murray, Albemarle Street London. March 1826.

June 24.—We crossed the Shary with but little less water than we
had found six months before, and passing the day on the east bank,
we moved again in the evening: we saw twelve crocodiles basking
on the banks. A large party of Shouaas were passing on rafts,
swimming their sheep and bullocks, which they drive over in flocks,
one being first forced into the river, and dragged over by a line run
through the cartilage of the nose. Women often perform this duty,
showing great strength and agility in swimming and curbing these
powerful animals. We made nine miles, passed quantities of ghrwka
(castor-nut tree), and at noon arrived at lake Hamese, which is part
of the Tchad, and halted at some Shouaa huts of the Beni Hassan
tribe, at a place called Zeabra. In continuation of our course, we
halted, in the afternoon, at Berbeeta, where we encountered a
terrible storm, and were sadly bitten by mosquitoes.
A little to the northward of the road, and at the head of the lake
Hamese, are some very curious rocks of red granite standing in an
immense plain, at a great distance from any mountains of a
corresponding structure: one is of a conical form, and distant about
three hundred yards from the others, which are connected. The
space between Kou Abdallah, the name of the first, and the other
three is covered with loose fragments of rock of different sizes, and it
is natural to suppose they were all formerly united: the three are
called Hager Teous by the Bornouese, and by the Shouaa Bete
Nibbe Mohammed. I had dismounted for the purpose of approaching
nearer to the base of the single rock, over the broken fragments by
which it was surrounded, principally for the purpose of procuring
some specimens, when those who were waiting in the plain
exclaimed, “A lion! a lion! a lion!” I began to look around me with
great anxiety, and quickly perceived a large female panther, big with
young, bursting from the shade of the loose fragments just before
me, and, frightened at the cries of the negroes, was running up the
rock. These are the most dangerous animals that are here met with,
although they never attack when several persons are together; my
being in advance was what alarmed the rest. The animal, however,
passed quietly away.
June 26.—We still kept near the swamps which surround the
Tchad, and halting as usual for two hours in the heat of the day, by
sunset we had made nineteen miles, winding, and arrived at the huts
of the Biddomassy Shouaa, where Barca Gana was encamped.
June 27.—Proceeded fifteen miles, and found the Dugganah
Shouaa were about three miles before us, with Malem Chadely, and
a small body of the sheikh’s people who had preceded us. We
forded to-day eight waters, branches of the lake, some up to the
body of the horse; while the camels took a more circuitous route, and
passed beyond the waters on perfectly dry ground. Amanook’s
people, we found, had fled.
June 28.—Although on our arriving at the camp of the Dugganah
a long parley was held, and a number of questions asked of sheikh
Hamed, as to Amanook’s numbers, and his hiding-place, yet the first
object of the expedition did not appear until just before daylight this
morning, when the whole body mounted, and in fifteen minutes were
moving towards Kanem Mendoo, one day from Maou, the capital;
from whence the Waday’s had driven the sheikh’s friends. Mendoo
had thrown off the sheikh’s government, and Edershi Gebere,
nephew of the Fugboo, that had been put to death by the order of
Mustapha L’Achmar the sultan of Fezzan, now ruled as khalifa. The
sheikh’s object had been to catch him by surprise; and for this
reason Amanook and La Sala were always held out as the sole
destination of the army. Mendoo was nearly in my road, and it was
therefore necessary that it should be cleared first of these rebels.
Barca Gana sent in the night for Bellal, and desired him to acquaint
me with his intention, and that as he should merely halt to sully
(pray) and water the horses, from his starting until the sun should be
three fathoms high on the following day, when he should surround
Mendoo; that the sheikh wished me to remain where I then was until
his return, which would be in four days, when he trusted I should be
able to proceed in safety. I should have preferred going on, and
leaving Mendoo to him, have passed on round the Tchad; but he
would not hear of such an arrangement, and as I was kept in
ignorance of this plan until the whole army was actually in motion, I
had no alternative. Not a camel went with them, and all the baggage
and siriahs were left in the camp. Bellal now became the chief, and
with the assistance of the Shouaas and Arabs, the camp was
intrenched, trees were cut down, and a sort of abbattis quickly
formed for our protection. Our situation was, however, one of
jeopardy and inconvenience, as nothing but their ignorance of our
movements could save us from an attack from Amanook’s people, to
whom we should have been a fine booty and an easy prey. From our
vicinity to the Tchad, the swarms of flies in the day, and mosquitoes
at night, were so great, that we were obliged to resort to our old
remedy of lighting fires, and living in the smoke, in order to obtain a
little peace.
June 29.—The Dugganah chief, Tahr, came to my tent to-day,
attended by about twenty people, who all sat down behind him
bareheaded, while he had on a dark blue cotton cap. He had a fine,
serious, expressive countenance, large features, and a long bushy
beard: these are the particular characteristics of these Shouaas—
they differ from the Shouaas to the west, who have mixed more with
the natives. Tahr might have sat for the picture of one of the
patriarchs; and an able artist would have produced a beautiful head
from such a study. Their mode of salutation is by closing their hands
gently several times—as we applaud—and then extending the palms
of both flat towards you, exclaiming, “L’affia?—Are you well and
happy?”
Tahr, with his followers, after looking at me with an earnestness
that was distressing to me for a considerable time, at last gained
confidence enough to ask some questions, commencing, as usual,
with “What brought you here? they say your country is a moon from
Tripoli.” I replied, “to see by whom the country was inhabited; and
whether it had lakes, and rivers, and mountains like our own.” “And
have you been three years from your home? Are not your eyes
dimmed with straining to the north, where all your thoughts must
ever be? Oh! you are men, men, indeed! Why, if my eyes do not see
the wife and children of my heart for ten days, when they should be
closed in sleep they are flowing with tears.”
I had bought a sheep for a dollar, a coin with which he was not
conversant; and he asked if it was true that they came out of the
earth? The explanation pleased him. “You are not Jews?” said he.
“No,” said I. “Christians, then?” “Even so,” replied I. “I have read of
you: you are better than Jews,” said he. “Are Jews white, like you?”
“No,” replied I; “rather more like yourself, very dark.” “Really;” said
the sheikh: “Why, are they not quite white? They are a bad people.”
After staying a full hour, he took my hand, and said, “I see you are a
sultan: I never saw any body like you. The sight of you is as pleasing
to my eyes, as your words are to my ear. My heart says you are my
friend. May you die at your own tents, and in the arms of your wives
and family.” “Amen,” said I; and they all took their leave.
June 30.—Tahr paid me another visit to-day. The Dugganahs
were formerly Waday, and were strong enough to have great
influence with the sultan; but by quarrelling among themselves, they
lost their influence, and became subject to the Waday sultans. They
generally passed one part of the year in the Bahr-al-Ghazal, and the
other part by lake Fittre: in these two spots had been the regular
frigues, or camps, for several generations. Sheikh Hamed his father,
the present chief, who had more than one hundred children, found
that another tribe of Dugganah had been intriguing with the sultan of
Waday against him, and that he was to be plundered, and his
brethren to share in the spoil. On learning this, he fled with his flocks
and his wives, offered himself to the sheikh, El Kanemy, and had
since lived in his dominions. The account he gave of the Tchad was
this—it formerly emptied itself into the Bahr-el-Ghazal by a stream,
the dry bed of which still remained, now filled with large trees and full
of pasture: it was situated between the N’Gussum and Kangarah,
inhabited by Waday Kanemboos. “I could take you there,” said he,
“in a day; but not now—spears are now shining in the hands of the
sons of Adam, and every man fears his neighbour.” He had heard his
grandfather, when he was a boy, say, “that it there gradually wasted
itself in an immense swamp, or, indeed, lake[50]: the whole of that
was now dried up. They all thought,” he said, “the overflowings of the
Tchad were decreasing, though almost imperceptibly. From hence to
Fittre was four days: there was no water, and but two wells on the
road. Fittre,” he said, “was large; but not like the Tchad. His infancy
had been passed on its borders. He had often heard Fittre called the
Darfoor water and Shilluk. Fittre had a stream running out of it—was
not like the Tchad, which every body knew was now a still water; a
river also came from the south-west, which formed lake Fittre; and
this and the Nile were one: he believed this was also the Shary; but
he knew nothing to the westward: it, however, came from the Kerdy
country, called Bosso, and slaves had been brought to Fittre by it,
who had their teeth all pointed and their ears cut quite close to their
heads.” Tahr wished to purchase our water skins, “for,” said he, “we
can get none like them; and either to Fittre, or Waday, we pass a
high country, and find but few wells.” The Biddoomah sometimes pay
them a visit; and although generally professing friendship, always
steal something. The last time, they sold them a woman and a boy;
which by Barca Gana’s people were recognized as the same they,
the Biddomahs, had stolen from the neighbourhood of Angornou six
months before: they were of course restored without payment. The
hyænas were here so numerous, and so bold, as to break over the
fence of bushes in the middle of a thunder-storm, and carry off a
sheep from within five yards of my tent. We had news that Barca
Gana had found Mendoo deserted, and was disappointed in catching
the khalifa.
The Shouaas live entirely in tents of leather, or rather of rudely
dressed hides, and huts of rushes, changing but from necessity, on
the approach of an enemy, or want of pasturage for their numerous
flocks: they seldom fight except in their own defence. The chiefs
never leave their homes, but send bullocks to the markets at Maffatai
and Mekhari, and bring gussub in return: their principal food,
however, is the milk of camels, in which they are rich, and also that
of cows and sheep; this they will drink and take no other
nourishment for months together. Their camps are circular, and are
called dowera[51], or frigue, with two entrances for the cattle to enter
at and be driven out. They have the greatest contempt for, and
hatred of, the negro nations, and yet are always tributary to either
one black sultan or another: there is no example of their ever having
peopled a town, or established themselves in a permanent home.
 Sketch of the Lake Tchad.

D. Denham. J. & C. Walker Sculpt.

(Large-size)

Published as the Act directs Feby. 1826, by John Murray Albemarle Street London.

For several days we were kept in the greatest suspense. No news

arrived from the army. Reports varied: it was said Barca Gana had
pushed on to Maou and Waday; again, that he was gone to the
islands. We had thunder and rain, with distressing heat, and flies,
and mosquitoes to torture. Bellal would not go on, and I would not go
back: we were consuming daily our store of rice, with eight days
before us to Woodie, through a country without supplies.
 July 6.—On the evening of yesterday, Barca Gana, with the
chiefs, and about half their force, returned; the remainder had been
obliged to halt on the road, to refresh their horses. He had pushed
on to Maou after Edirshe Gebere, a Shouaa chief of Korata
Mendooby. Fugboo Kochamy, as he was called, was the fourth
khalifa whom the sheikh had placed at Maou (his three predecessors
having been strangled by the Waday people); he was first cousin to
Edirshe, who, affecting friendship for him, lulled his suspicions, and
one night attacked him in his capital. Kochamy made a gallant
defence; he killed nine of them with his spear, but was at length
overcome, and died, with eleven others of the sheikh’s allies.
Fugboo Jemamy, his brother, alone escaped: to assist Jemamy was
the object of Barca Gana. Edirshe had news of their movements,
notwithstanding they went nearly fifty miles in a day and night, and
appeared first at Mendoo, and then at Maou, on the day after they
left us. Edirshe had fled with all his cattle and women: they found
them about ten miles from Maou, entrenched within a circular camp,
with all their cattle, women, and children, strongly defended with
stakes; their bowmen were all distributed between the stakes, and in
front of the entrenchment: they saluted their enemies with shrill cries
on their approach, and the sheikh’s people, after looking at them for
a day and a night, without any provisions for either men or horses,
dared not attack them. Disappointed, therefore, in their hopes of
plunder and revenge, the whole returned here, their horses and men
nearly in a state of starvation.
July 10.—We were all anxiety this day. Barca Gana was nearly
one thousand strong, and about four hundred Dugganahs joined
him, besides furnishing him with nearly one hundred horses.
Amanook was one of the sheikh’s most troublesome remaining
enemies; the sheikh had, on various occasions, and lastly, when he
joined the Begharmis in their attack on Bornou, very severely
crippled him, and destroyed more than half his force: the design now
was to annihilate the remainder, and secure, if possible, the person
of this inveterate foe, who kept alive the hostile feeling both on the
Begharmi and Waday side. Amanook, however, was not to be taken
by surprise, and he gave the sheikh’s troops such a proof of what
might be done by a handful of men, bold of soul, and determined to
defend an advantageous situation, that they will not easily forget.
Just before sunset a Fezzanneer, who had lately entered into the
sheikh’s service, returned to the camp, giving an account of Barca
Gana’s complete discomfiture, and Bellal and myself immediately
mounted our horses in order to learn the particulars. The Tchad[52],
which in this part forms itself into innumerable still waters, or lakes of
various extents, and consequently leaves many detached spaces of
land or islands, always afforded the La Sala Shouaas, and the
Biddomah, natural defences, which their enemies had ever found it
extremely difficult to conquer. In one of these situations, these very
La Salas, with Amanook at their head, kept the sultan of Fezzan,
with two thousand Arabs, and all the sheikh’s army, several days in
check, and killed between thirty and forty of the Arabs before they
surrendered. On this occasion Amanook had taken possession of
one of these islands, which, to attack with horsemen alone, in front
of an opposing enemy, was the height of imprudence. A narrow pass
led between two lakes to a third, behind which Amanook had posted
himself with all his cattle, and his people, male and female: the lake,
in front of him, was neither deep nor wide, but full of holes, and had
a muddy deceitful bottom on the side from whence the attack was
made.
The sight of the bleating flocks, and lowing herds, was too much
for the ravenous troops of the sheikh, irritated by their recent
disappointment; and notwithstanding the declaration of Barca Gana,
that he wished to halt on the opposite side of the water, and send for
spearmen on foot, with shields, who would lead the attack, the junior
chiefs all exclaimed, “What! be so near them as this, and not eat
them? No, no! let us on! This night these flocks and women will be
ours.” This cry the sheikh’s Shouaas also joined in, ever loud in talk,
but rearmost in the fight, as the sequel proved. The attack
commenced: the Arabs, of whom there were about eighty, led the
way with the Dugganah. On arriving in the middle of the lake the
horses sank up to their saddle-bows, most of them were out of their
depth, and others floundered in the mud: the ammunition of the
riders became wet, their guns useless, many even missed the first
fire, and they were unhorsed in this situation. As they approached
the shore, the La Sala hurled at them, with unerring aim, a volley of
their light spears, a very formidable missile, which they followed up
by a charge of their strongest and best horse, trained and
accustomed to the water; while, at the same time, another body,
having crossed the lake higher up, came by the narrow pass, and cut
off the retreat of all those who had advanced into the lake. The
Shouaas, on the first appearance of resistance, had, as usual, gone
to the right about, and left those, under whose cover they meant to
plunder, to fight it out by themselves: the slaughter now became very
desperate amongst the sheikh’s people. Barca Gana, although
attacking against his own judgment, was of the foremost, and
received a severe spear wound in his back, which pierced through
four tobes, and an iron chain armour, while attacked by five chiefs,
who seemed determined on finishing him; one of whom he thrust
completely through with his long spear. By crowding around him, and
by helping him quickly to a fresh horse, his own people and chiefs
saved him, and thirty of them remained either killed or in the hands
of the La Sala: but few of those who were wounded in the water, or
whose horses failed them there, escaped. We found Barca Gana,
with the other chiefs, seated near the second water; he was in great
pain from his wound, and the whole army dreadfully disheartened:
they had not more than forty followers in all. We vainly waited until
sunset, in the hopes of the missing making their appearance, but we
were disappointed, and returned to the camp. By this desertion of
the sheikh’s Shouaas, the Dugganahs suffered severely: anxious to
show their sincerity to the sheikh, they had gone on boldly, and their
loss exceeded one hundred; eighteen of the Arabs were also
missing. The night was passed in a state of great anxiety, from the
fear of an attack on our camp; and the sense of our unjoyous
situation was constantly awakened by the melancholy dirges which
the Dugganah women were singing over their dead husbands, really
so musically piteous, that it was almost impossible not to sympathize
in their affliction.
The Dugganah, from being the humblest of allies, now became
rather dictatorial, and told the general very plainly that they could
fight better without him than with him: they refused him both bullocks
and sheep, and said they must keep them to pay the ransom of their
people.
Amanook, who it seems had no idea of following up his victory by
an attack on our camp, which he might have done successfully, and
carried off all the chiefs, siriahs, and camels, sent word this evening
that he would now treat with nobody but the sheikh himself; that he
had declared to the general, before he attacked him, that he feared
no one but God, the Prophet, and the sheikh, and wished for peace:
“They would not listen to me,” said he, “but attempted to take by
force what was their master’s before; for all we had was the sheikh’s,
and is still. By God’s help my people overcame them, but that is
nothing; I am to the sheikh, in point of strength, as an egg is to a
stone: if he wishes peace, and will no more molest me in my wilds,
peace be with us—I will give up his people, his horses, and his arms,
that have fallen into my hands; if not, I will keep them all, and may be
add to their number. We are not easily beaten: by the head of the
Prophet, I can and will, if I am forced, turn fish, and fly to the centre
of the water; and if the sheikh comes himself against me, I will bring
Waday against him.”
July 8.—The chiefs all refused to withdraw their forces on this
offer of Amanook: they sent word that he was not to be depended
on, so often had he deceived them. Nothing but an unconditional
return of all the spoil would satisfy them. In a long conversation
which I had with Barca Gana, whose wound was now fast healing
from the dressing of burnt fat and sulphur, which I had applied, he
assured me that they should not make another attempt on this bold
chieftain: he, however, advised my returning to Kouka. “The
excursion,” said he, “you wish to make was always dangerous, it is
now impracticable; we must wait for the sheikh’s appearance before
we can do any thing, and I think, from the advanced state of the
season, as the rains have now begun to fall, you will find that the
sheikh will not come, and that we shall all return.”
By being ten days encamped[53] close to the frigue of the
Dugganah Shouaas, we had a better opportunity of observing these
curious people: they were a superior class to any I had met with;
they were rich in cattle, and in camels, and seemed to live in plenty,
and patriarchal simplicity. The sheikh had greatly encouraged their
taking refuge with him on their disagreement with Waday, and had
promised them protection, tribute free, provided they were faithful.
Both the men and women were comely, particularly the latter, who,
when they found that we paid for what we wanted in little bits of
coarse karem (amber), with which I had provided myself, brought us,
night and morning, frothy bowls of milk, which formed by far the best
part of our repasts. There is something so curious and singularly
interesting and expressive in the Shouaa manners and language,
that I am at a loss how to describe it. A girl sits down by your tent
with a bowl of milk, a dark blue cotton wrapper tied round her waist,
and a mantila of the same thrown over her head, with which she
hides her face, yet leaves all her bust naked; she says, “A happy day
to you! Your friend has brought you milk: you gave her something so
handsome yesterday, she has not forgotten it. Oh! how her eyes
ache to see all you have got in that wooden house,” pointing to a
trunk. “We have no fears now; we know you are good; and our eyes,
which before could not look at you, now search after you always:
they bid us beware of you, at first, for you were bad, very bad; but
we know better now. How it pains us that you are so white!”
As we had not more than four days’ provision, I determined on
returning after another interview with Barca Gana: we left Tangalia,
and returned to the spot where we had left the Biddomassy, and had
scarcely pitched our tents when a storm came on, which lasted till
midnight: but bad as it was, it was preferable to the stings of the
musquitoes and flies which succeeded it. Notwithstanding we had
fires inside the tent, which nearly stifled us, no sleep was to be
obtained.
On the 11th we arrived at Showy, after a very tedious march, and
losing our way for three hours: the woods are, indeed, most intricate
and difficult; and as all the Shouaas had moved up towards Barca
Gana, we could get no guides. We saw five giraffees (cameleopards)
to-day, to my great delight; they were the first I had seen alive, and
notwithstanding my fatigue and the heat, Bellal and myself chased
them for half an hour: we kept within about twenty yards of them.
They have a very extraordinary appearance from their being so low
behind, and move awkwardly, dragging, as it were, their hinder legs
after them: they are not swift, and unlike any figure of them I ever
met with. Passing the Shary was attended with very great difficulty;
the stream was extremely rapid, and our horses and camels were
carried away from the sides of the canoe, to which they were lashed:
we lost a camel by this passage; these animals have a great dislike
to water, and after swimming a stream are often seized with illness,
and are carried off in a few hours.
July 12.—Left Showy, and once more found ourselves at Maffatai.
The rest, and fish bazeen, with which we were here regaled, with the
deep shade of Burmah’s spacious mansion, greatly recovered us.
The skin of my face all came off, and I slept nearly the whole day
after our arrival: the sun, rain, flies, and musquitoes, altogether had
fatigued me more than any former journey.
On the 15th we pursued our route homeward by a new course,
and halted close to the Gambalarum, on the ground the Begharmis
had escaped over, after their rencontre with the sheikh: the ground
was strewed with skeletons.
July 16.—After a long and fatiguing march we reached some
Felatah huts, about sunset. The water, after crossing Maffatai, is all
sad muddy stuff; and the nearer you approach Angornou, the blacker
the soil is, and the worse it becomes. We to-day crossed the Molee,
a small stream which runs to the Tchad. The whole of this road,
indeed the whole country from Angala, is an inclined plane towards
the Great Lake, and during the rains it is impassable: they were now
every where sowing their grain, and in many places they were
reaping the Indian corn. Since leaving Maffatai, we had nothing
besides a little rice, to which I added a duck or two, which I made it
part of my business to search after, and shoot.
July 17.—We this day reached Angornou, very much fatigued with
our journey; we had a drenching night of it, and crept into our friend
Abdi Nibbe’s hut, with great joy: the worst of these storms were that
they spoiled the only meal we could get time to cook in the twenty-
four hours; and our tents, which rarely withstood the blasts, on
falling, exposed all our stores as well as ourselves to the pelting of
the storm.
On my arrival again at Kouka I found that Captain Clapperton,
with a small kafila, had returned from Soudan: it was nearly eight
months since we had separated, and although it was midday I went
immediately to the hut where he was lodged; but so satisfied was I
that the sun-burnt sickly person that lay extended on the floor, rolled
in a dark blue shirt, was not my companion, that I was about to leave
the place, when he convinced me of my error, by calling me by my
name: the alteration in him was certainly most striking. Our meeting
was a melancholy one: he had buried his companion, and I had also
closed the eyes of my younger and more robust colleague, Mr.
Toole. Notwithstanding the state of weakness in which I found
Captain Clapperton, he yet spoke of returning to Soudan after the
rains.
July 28.—I had now determined on proceeding by Woodie to
Kanem, and approaching as near as possible to Tangalia, the spot
where I had left Barca Gana, when I had passed by the southern
extremity of the lake; and if I succeeded, and returned before the
departure of the kafila after the Aid Kebir, I fostered a hope of
retracing my steps across the desert, with all the satisfaction of a
man who had accomplished to the full the duties that had been
assigned him. Yagah Menamah, the chief eunuch of the sheikh’s
favourite wife, came to me soon after daylight, and presented me
with two kansara, or fly-flappers, made of the tail of the camelopard;
and in her name said that she had burnt salt for my departure,
praying that neither the devil nor any of his imps might be able to
play me any malicious tricks on my journey. The sheikh had
consented to Mr. Tyrwhitt’s remaining as consul: and on my inquiring
whether he would protect one or two English merchants, if they
came to his country—“Certainly: why not?” said he, “and assist them
to the extent of my power; but they must be small traders, or the
journey will never pay them.” He expressed his wish to write to the
king, and added, “whatever I can do in Soudan, remember I am
ready. I have influence there certainly, which may increase, and
probably shortly extend to Nyffé. As to yourself, I shall write to beg
the king will send you here, with any English whom he may wish to
visit Bornou. You are known, and might now go any where in Bornou
without fear. Even the Shouaas on the frontiers, and the Duggenah,
all know Rais Khaleel: but this has not been done hastily; you have
been nearly eighteen months amongst us, and you remember when
you could not go to Angornou without inconvenience. I then thought
you would never be as much at liberty here as you are. Time and
yourself may be thanked for this, not me; for I could not, by any
orders I might have given, have done for you what your mixing freely
with the people, and gaining their good will, has brought about—and
yet you are a Christian!”
July 30.—This morning the sheikh sent to Mr. Clapperton, Mr.
Hillman, and myself, as a present, a very fine camel, a horse, and
two water-skins, two leopard skins, and two dressed-leather sacks.
In the course of the morning another cargo was brought to me,
consisting of eight elephants’ tusks, with the horns of three other
animals. The horns were, first, the maremah, a long horn similar to
one I had seen at Kabshary—the animal has two, bending
backwards at the point; kirkadan, a two-horned animal; another
animal, with one long horn and a second shorter just above it, nearly
between the eyes of the animal, was described to me as having, on
the sheikh’s late expedition to Gulphi, carried a man and horse,
spiked on his horn, more than one hundred yards, when, frightened
by the cries of the people, he dropped them, and made his escape:
the man was unhurt, but the horse died.
Aug. 6.—This was the Aide Kebir, the principal feast of the
Mussulmans during the year, in commemoration of God’s staying the
hand of Abraham in the place Jehovah-jireh, when about to sacrifice
his son Isaac: all who can muster a sheep or a goat kill it on this day,
after prayers. The sheikh sent the day before, to know if we kept the
feast; and when we met, repeated his question. I replied, that we
believed the interposition of the Divine Power in saving Isaac to be a
signal proof of God’s mercy and love to all his creatures; “for
remember,” said I, “he is the God of many, not of Mussulmans alone;
and that our father Abraham’s great and implicit faith in the existence
of that mercy, was what obtained for him all the blessings God
promised him.”
He sent us two very fine sheep, and we killed and feasted with the
rest. Early in the morning, the sheikh, with his sons and all his court,
mounted, according to custom, to welcome the Aid, by praying
outside the town, and firing and skirmishing on their return: the
assembly was not so large as on former occasions, in consequence
of the absence of the chiefs in Kanem; indeed every thing went off
extremely flat, owing to the defeat of the sheikh’s people. Contrary to
custom, no presents were made by him, and no dresses were
distributed to the slaves: instead of the glossy new tobes which on
former occasions shone on the persons of the footmen who ran by
the side of his horse, they were now clothed with torn, discoloured
ones, and every thing wore the appearance of gloom and disgrace.
On these days, the custom is also for the women to assemble,
dressed in all their finery, in the street, before the doors of their huts,
and scream a salutation to the passing chiefs: it was one of the best
parts of the ceremony, but this year it was omitted. The sheikh,
whose unamiable trait was, as I have before observed, visiting the
weaknesses of the female part of his subjects with too great severity,
had, during my absence, given an order which would have disgraced
the most absolute despot that ever sat on a throne: the gates of his
town were kept shut at daylight one morning, and his emissaries
despatched, who bound and brought before him sixty women who
had a bad reputation; five were sentenced to be hanged in the public
market, and four to be flogged; which latter punishment was inflicted
with such severity, that two expired under the lash. Those who were
doomed to death, after being dragged, with their heads shaved,
round the market on a public day, with a rope round their necks,
were then strangled, and thrown, by twos, into a hole previously
prepared, in the most barbarous manner. This diabolical act, for it
deserves no better name, armed all tongues against him. The
Bornouese, who are a humane and forgiving people, shuddered at
so much cruelty: and so much influence had the ladies in general
with their husbands, that more than a hundred families quitted
Kouka, (to which place they were before daily flocking), to take up
their abodes in other towns where this rigour did not exist. In Kouka,
they declared there was no living, where only to be suspected was
sufficient to be doomed to a cruel and ignominious death; and where
malicious spies converted “trifles light as air, into confirmation
strong.” Those who remained, though the women of his particular
attendants, refused flatly to scream him a welcome, and the
procession passed through the streets in silence.
Aug. 7.—I was now on the eve of departing for Kanem, to proceed
by Woodie to the north-east of the lake. Mr. Clapperton had been ill
with sore legs and an attack of dysentery, but was better.
Mohammed Bousgayey, an Arab, who left this place with Doctor
Oudney and Mr. Clapperton, came to my hut: he had gone on from
Kano, with four or five Arabs, to Yeouri and to Nyffé, and had stayed
some time at a place called Gusgey on the Quolla, two days west-
south-west nearly, from Yeouri. The Quolla he described to be here
as wide as to the market outside the walls and back, which must
have been nearly two miles: they were all kaffirs, he said, but not
bad people. The sultan Mahmoud had several hundred guns, and
powder, which were brought from the bahr kebir (great water), and
arrack (rum), in plenty; which was brought in large glass bottles. At
eight days distance only from Yeouri, large boats came to a place
called Yearban, but it is not on the bahr kebir. Katungah is the great
port, which is at some distance: to both of these places people he
called Americans came; they were white, and Christians: they
always demand gum arabic and male slaves, for which they will pay
as high as sixty and seventy dollars each. Sultan Mahmoud
produced to him two books, which he said were like mine; and told
him, that a man, whose beard was white, had lived nearly three
years with no money; that he wished to go, but had no means, and
that he died. Bousgayey said the sultan had offered him the book;
which he refused, as he did not know what he could do with it; but
that now he was going back, and should bring it.
In the afternoon we went to pay our respects to the sheikh, in
honour of the feast. He received us but coolly: and I was scarcely
seated on the sand, when I saw near me a little shrief from Marocco,
named Hassein, who, though once or twice our friend, I was always
in fear of, being aware both of his cunning and his influence. Almost