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Über dieses Buch

In recent years the field of Corporate Social Responsibility (CSR) has impressively progressed. This has resulted in a number of tried and tested management models - models that have demonstrated added value in everyday organisational practice. This book harvests this experience leading to an accessible and readable volume with an overview of those models in a hands-on manner. In total more than forty models from around the world are brought together. Each contribution is structured around one central figure while describing concisely the nature, the use, actual experiences and some do's and don'ts of CSR. The book is written for a managerial and consultants audience, people that have to deal with CSR in everyday practice.



Finally in Business: Organising Corporate Social Responsibility in Five

1. Finally in Business: Organising Corporate Social Responsibility in Five

Jan Jonker, Marco de Witte

Generic Models for the Business Context


2. The SIGMA Management Model

Dave Knight

3. CSR in the Extractive Industry: An Integrated Approach

Monique de Wit, Esther Schouten

4. RainbowScore®: A Strategic Approach for Multi-dimensional Value

Naturally the commitment of the owners and top management are a basic requirement for the successful implementation of a new strategy. One cannot expect every aspect to be equally successful at the same time, but it is worth focusing on a few ‘super-drivers’ that can produce value on many fronts (i.e. employee satisfaction). Initially it might seem that RainbowScore complicates company life. This might be true, but ultimately the RainbowScore will create greater awareness and effectiveness, thus resulting in tremendous benefits for the company.

Elisa Golin, Giampietro Parolin

5. COMPASS to Sustainability

Michael Kuhndt, Justus von Geibler

6. sustManage™ — Integrating Corporate Sustainability

Oliver Dudok van Heel, Will Muir

7. The Molecule Model

Henk Folkerts, René Weijers

8. Global Compact Performance Model

The Global Compact Performance Model is a framework to systematically guide companies in their ongoing efforts to implement the Global Compact’s ten principles in the areas of human rights, labour standards, the environment and anti-corruption. It evolved from analysis of and dialogue about company’s actual experiences in trying to internalise the principles. From this analysis and dialogue a degree of consensus emerged around what were the critical factors for successful implementation of the Global Compact. Use of the Performance Model is not mandated, but it has proven to be a helpful framework in understanding how companies are trying to implement the principles. The framework has been used in preparing many case studies about Global Compact participating companies. The Performance Model may be particularly useful for companies that are not sure where to start in embarking on the continuous improvement process that is a key expectation of engagement in the Global Compact.

Ursula Wynhoven

Generic Models for the Societal Context


9. WEV: A New Approach to Supply Chain Management

Alex H. Kaufman

10. A Model for Multi-stakeholder Partnerships on Human Rights in Tourism

This paper presented a CSR model of public-private partnerships created to advance a more comprehensive approach to protection of human rights issues in tourism. This framework allowed development of know-how that did not exist previously within the industry, and provided for the private sector reaction to an emerging issue transcending the usual sector boundaries. The challenge highlighted in the testing of the model was the need for balancing between flexibility in implementation at national level, and maintaining consistency of the international conceptual framework. The experience with its implementation until now shows that it is possible for the tourism private sector to effectively answer a real need of society in trying to curb the problem of child sex tourism, and in a wider context, to improve protection of children’s rights in destinations. The key achievement of the model was the re-evaluation, and in some countries the reshaping, of the relationships between the tourism industry and civil society. In this sense, this experience is also relevant and possibly replicable on other human rights issues within the UN Millennium Goals and UN Global Compact agenda.

Camelia M. Tepelus

11. The Guangcai Model

G U O Peiyuan, Y U Yongda, D U Huixian

12. Community Learning in the Indian Education Sector

Subhasis Ray

13. Creating Space for CSR in Melbourne

The Committee fuses the unique characteristics of a think tank and incubator. Corporations engaging with this learning process enables CSR to become a ‘practice what you preach’ concept generating trust, a small step towards the resolution of complex community issues in which all citizens can take part. Ironically, in a corporate environment necessarily focused on the bottom line, trust is the only commodity once produced that grows exponentially with use, yet the one that cities and communities tend to least invest in, the Committee however is one such investment. With trust being the ultimate sustainable resource and an active ingredient in citizenship, corporations engaging in CCP are those most mindful that ‘a business that makes nothing but money is a poor business’ (Henry Ford). The emotional competencies held by the Committee, and evident in its membership, allow this unique structure to successfully build CSR through CCP. These competencies include:

Organising groups: formatting stakeholder representation across multiple sectors thereby assisting to break down the silo mentality;

Negotiating: inviting partners to come together in a common space thereby assisting to create trust through openness created by common purpose over and above competition;

Developing personal connections: networking across government, community and corporations to create ‘neural’ connections that may otherwise not have had the opportunity to develop;

Social analysis: trans-disciplinary evaluations that fuse social and business measurements together to reinforce that social wellbeing and business wellbeing can be closely related.

David Teller, Trevor Goddard

Organising Identity


14. Integrating People, Planet and Profit

The aim of the model is to support the decision-making process in integrating People, Planet and Profit. By defining six driving forces in three perspectives, management and staff can focus discussion on the essence of CSR for their company or projects. The visualisation of the triangles enhances the comprehension of links, revealing both weak and strong links. Identifying and improving these links strengthens the integration of People, Planet and Profit value creation in company policy and practises.

The use of the model in workshops appears to speed up group understanding of the complex concept of CSR and build up a shared commitment to change. The application of the model encourages employees to express their feelings as an integral part of the decision-making process. This explains why so much positive energy is released when individuals perceive their personal role in the implementation of CSR.

Fred Bergmans

15. Reflexivity: Linking Individual and Organisational Values

Nick Osborne, Martin Redfern

16. Self-Organising Leadership: Transparency and Trust

Richard N. Knowles

17. The CSR Brand Positioning Grid

Bart Brüggenwirth

Organising Transactivity


18. On Dialogue: A Self-Development Tool

Robert Beckett

19. Stakeholder Engagement: The Experience of Holcim

Holcim has found that the systematic planning of stakeholder engagement represents good risk management. It helps builds reputation and contributes to the achievement of business objectives, enabling us to:

Stay on the same wavelength as our neighbours;

Mitigate the negative effects of potentially ‘hot issues’;

Spot opportunities and address stakeholder concerns proactively.

The Holcim experience shows that implementing local solutions according to a global methodology is a powerful tool. It enables us to engage with stakeholders covering a diverse spectrum of cultures, languages, and aspirations. One could expect that the model would have wide application across the business community, providing an opportunity to better understand and meet stakeholder needs in a spirit of openness and collaborative effort.

Anne Gambling

20. Managing Expectations in Partnerships

André Nijhof, Michel van Pijkeren

21. A Stepwise Approach to Stakeholder Management

Céline Louche, Xavier Baeten

22. Fair Labour Association Model

Jacques Igalens, Martine Combemale

23. A Stakeholder Model for Emerging Technologies

Gael M. McDonald, Deborah Rolland

Organising Systems


24. Product Stewardship for CSR

The model is a useful tool for evaluating the responsiveness of companies to one aspect of CSR, i.e. product stewardship. It was originally developed for an Australian study of responsiveness within the packaging industry, and therefore specific indicators (e.g. litter) were chosen to reflect community and government expectations of industry. It could very easily be adapted to other sectors or products by adding additional indicators or eliminating unnecessary ones, or by amending the guidelines.

Helen Lewis

25. Sabento Model: Social Assessment of Biotechnological Production

Justus von Geibler, Holger Wallbaum, Christa Liedtke, Frederik Lippert

26. The Branding of CSR Excellence

John Luff

27. The Four Dimensions of Responsible Purchasing

The authors believe significant change by individuals and organisations is essential and urgent to promote ecological sustainability and social justice, and public procurement is potentially a vital force for such change. However, for the widespread growth of good practice a more positive framework of policy and incentive is required — locally, nationally and internationally. Despite constraints, where there is enthusiasm and interest among professionals, much can be achieved, and the CHE Model provides a safe and supportive environment to bring together personal values with professional practice on a journey towards potentially fundamental change in procurement practice. At the time of writing, the Scottish Parliament Procurement Office is making good progress towards its Phase 1 objectives: having reviewed selected contracts, staff are now finalising new policies, procedures and key performance indicators to embed responsible purchasing firmly within every stage of the procurement cycle, while also engaging with existing and potential suppliers to raise their awareness of the Parliament’s commitment to responsible purchasing. Lynn Garvie, Head of Procurement, explains ‘the Centre for Human Ecology has been sensitive to the practical difficulties of addressing environmental and social issues in procurement. Throughout, their approach has been to build on the Parliament and the Procurement Office’s existing commitments and to gain support from staff and other key players. We plan to continue making progress towards the aspirational objectives we have adopted.’

Osbert Lancaster, Kyla Brand

28. The Hurdles Analysis: A Way to Greener Public Procurement

With this simple self-evaluation tool and its assessment methods public authorities will be enabled to identify and tackle their hurdles to green procurement themselves, as well as measure and control their success by rerunning the procedure. Consequently, the method can contribute to fostering CRS the following way:

Firstly, it makes public authorities aware of their potentials in the area of green public procurement;

Secondly, it raises the performance of public authorities in green procuring to help them reach and accept a higher level of responsibility.

Lilly Scheibe, Edeltraud Günther

29. Strategic CSR Communication: Telling Others How Good You Are

Mette Morsing

30. CSR Online: Internet Based Communication

Ralf Isenmann

Organising Accountability


31. A Product Sustainability Assessment

Sophie Spillemaeckers, Griet Vanhoutte

32. Drawing the Lines in Value Chain Responsibility

Managers are in need of new tools to help them plot strategy and navigate an increasingly complex market where they are perceived to have a wider set of responsibilities and roles than in the past. The key to solving this puzzle lies in the ability to understand the intersection of impact and influence. Previous paradigms tried to draw a hard line where financial control ended and assume that events occurring with entities beyond that line were only of tangential relevance to an organisation’s accountability. That paradigm no longer holds as organisations are penalised for actions by suppliers or other business partners, and even governments in areas where they operate.

The ultimate purpose of developing tools such as reporting and the boundaries thinking outlined in this paper, is to enable better performance management, better decision-making internal and external to an organisation, and ultimately, more sustainable development. Given the complexity of the global economy, and social and environmental problems, the only solutions will come from new modes of thinking that recognise networks, share dilemmas, and seek to identify where and with whom problems can be influenced and how to measure individual contributions towards solutions.

Johan Verburg, Sean Gilbert

33. Resource Efficiency Accounting

Timo Busch, Christa Liedtke

34. The GoodCorporation Framework

Lisa Buchan, Leo Martin

35. Promoting Human Rights in the Supply Chain

Rachelle Jackson

Organising the Business Proposition


36. Assessing the Value Chain Context

Duane Windsor

37. Pursuing Sustainability Through Enduring Value Creation

Peter Newman, Erik Stanton-Hicks, Brendan Hammond

38. Price: Earnings Ratio and Commercial Performance

Geoff Roberts, Linda S. Spedding

39. A Strategy Model for Sustainable Profits and Innovation

Marcus Wagner

40. Modelling the Business Case for Sustainability

Rachel Batley

41. Creating Competitive Advantage: The Sustainable Value Model

Until the 1980s most companies believed higher quality meant higher costs. Japanese players demonstrated that it was possible to achieve higher quality and lower costs simultaneously. Today companies across a range of industries are finding that they can achieve high quality, fast speed to market, high customer service and low cost all at the same time. The leaders of tomorrow will demonstrate the same thing about stakeholder and shareholder value. Integrating the full range of stakeholders into strategic and operational decisionmaking will become best practice. Today, courageous business leaders can already create competitive advantage by understanding their key stakeholders’ interests, anticipating societal expectations and using the insight, skills and relationships developed through this process to design new products and services, shape new markets, develop new business models, and ultimately reshape the business context itself to one that supports the creation of truly sustainable value.

Chris Laszlo, Dave Sherman, John Whalen

42. CSR Upside Down: The Need for Up-Front Knowledge Development

Jan Jonker, Marco de Witte, Michel van Pijkeren


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