1. Where would you place H&M in terms of the four stances on social responsibility in Table 5.2?

2. What are the kinds of triple-bottom-line measures that would be appropriate for a sustainable strategy in clothing retail (see also Section 12.2.1)?

Table 5.2

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Sources of power Within organisations For external stakeholders • Hierarchy (formal power), e.g. autocratic decision-making • Influence (informal power), e.g. charismatic leadership • Control of strategic resources, e.g. strategic products • Possession of knowledge and skills, e.g. computer specialists Control of the human environment, e.g. negotiating skills • Involvement in strategy implementation, e.g. by exercising Control of strategic resources, e.g. materials, labour, money Involvement in strategy implementation, e.g. distribution outlets, agents Possession of knowledge or skills, e.g. subcontractors, partners Through internal links, e.g. informal influence discretion Indicators of power W ithin organisations For external stakeholders • Status • Resource dependence • Negotiating arrangements • Symbols Status • Claim on resources • Representation • Symbols