Management Models for Corporate Social Responsibility (eBook)

Table of Contents 5
1 Finally in Business: Organising Corporate Social Responsibility in Five 11
1.1 Introduction 11
1.2 The roots of the debate 12
1.3 The strategic significance of CSR 13
1.4 Experiences 16
1.5 The quest for applicable management models 17
2 The SIGMA Management Model 19
2.1 Introduction 19
2.2 The essence of the SIGMA management model 20
2.3 Experiences of SIGMA in practice – case study, BAA Heathrow 23
2.4 Some dos and don™ts when using the SIGMA model 25
2.5 Wrapping up 25
3 CSR in the Extractive Industry: An Integrated Approach 27
3.1 Introduction 27
3.2 Explanation of the CSR management models 28
3.3 Experiences 31
3.4 Dos and don™ts 34
3.5 Wrapping up 34
4 RainbowScore®: A Strategic Approach for Multi-dimensional Value 36
4.1 Introduction 36
4.2 The essence: The figure 41
4.3 Experience with the model 41
4.4 Some dos and don™ts 43
4.5 Concluding remarks 43
5 COMPASS to Sustainability 45
5.1 Introduction to the model 45
5.2 The essence 46
5.3 Experience with the model 47
5.4 Some dos and don™ts 50
5.5 Wrapping up 51
6 sustManage™ – Integrating Corporate Sustainability * 53
6.1 Introduction 53
6.2 The sustManage building blocks 55
6.3 Practical applications of sustManage 60
6.4 Dos and don™ts 61
6.5 Wrapping up 62
7 The Molecule Model 63
7.1 Introduction 63
7.2 The essence 63
7.3 Experiences 68
7.4 Some dos and don™ts 69
7.5 Wrapping up 70
8 Global Compact Performance Model 71
8.1 Introduction to the model 71
8.2 The Global Compact Performance Model 73
8.3 Experience with the model in practice 78
8.4 Conclusion 79
9 WEV: A New Approach to Supply Chain Management 81
9.1 The Model: Worker Empowered Voluntary Labour Standards ( WEV) 81
9.2 The essence of the WEV model 82
9.3 The implementation process: WEV in action 83
9.4 Dos and don™ts 85
9.5 Facing the challenge 86
10 A Model for Multi-stakeholder Partnerships on Human Rights in Tourism 88
10.1 Introduction 88
10.2 A model of inter-stakeholders™ partnerships against child sex tourism 88
10.3 Application – the case of child sex tourism 91
10.4 Dos and don™ts in the implementation of the model 93
10.5 Conclusion 94
11 The Guangcai Model 96
11.1 Introduction 96
11.2 Essence of the model 97
11.3 Experiences 100
11.4 Dos and don™ts 101
11.5 Conclusion 102
12 Community Learning in the Indian Education Sector 103
12.1 Introduction to the model 103
12.2 The essence of the model 103
12.3 Problems faced 108
12.4 Conclusion 111
13 Creating Space for CSR in Melbourne 112
13.1 Introduction 112
13.2 The Constructive Corporate Participation (CCP) model 114
13.3 Constructive Corporate Participation: A new paradigm 118
13.4 Corporate learning through constructive participation 118
13.5 Conclusion 119
14 Integrating People, Planet and Profit 122
14.1 Introduction 122
14.2 The essence: Three perspectives 124
14.3 Experiences with the model: The insights 126
14.4 Application of the model 127
14.5 Dos and don™ts 129
14.6 Concluding remarks 130
15 Reflexivity: Linking Individual and Organisational Values 131
15.1 Introduction 131
15.2 The essence of the model 132
15.3 Experiences with this model in practice 136
15.4 Some dos and don™ts 137
15.5 Wrapping up: Advice for application 137
16 Self-Organising Leadership: Transparency and Trust 139
16.1 Introduction to the model 139
16.2 The model 140
16.3 Experiences 143
16.4 Some dos and don™ts 144
16.5 Wrapping up 144
17 The CSR Brand Positioning Grid 145
17.1 Introduction to the model 145
17.2 The essence of the model 147
17.3 Experiences with this model in practice 147
17.4 Some dos and don™ts 150
17.5 Concluding remarks 151
18 On Dialogue: A Self-Development Tool 153
18.1 Introduction 153
18.2 Experience in practice 158
18.3 Some dos and don™ts 159
18.4 Advice for application 159
19 Stakeholder Engagement: The Experience of Holcim 161
19.1 Introduction 161
19.2 The essence of the model 162
19.3 Experiences with the model in practice 162
19.4 Dos and don™ts 165
19.5 Conclusion 166
20 Managing Expectations in 168
20.1 Introduction to the model 168
20.2 The essence of the BNI-instrument 171
20.3 Experiences with the BNI-instrument 171
20.4 Lessons learned 172
20.5 Wrapping up 173
21 A Stepwise Approach to Stakeholder Management 175
21.1 Introduction 175
21.2 The essence of the model 176
21.3 Experience with the model 181
21.4 Some dos and don™ts 182
21.5 Concluding remarks regarding the application of the model 182
22 Fair Labour Association Model 184
22.1 Introduction 184
22.2 The essence of the FLA Model 185
22.3 Experiences with the model in practice 188
22.4 Dos and don™ts 188
22.5 Concluding remarks regarding the application of the model 190
23 A Stakeholder Model for Emerging Technologies 191
23.1 Introduction 191
23.2 The essence of the model 192
23.3 The model in practice 196
23.4 Implications and conclusions 197
24 Product Stewardship for CSR 200
24.1 Introduction 200
24.2 Description of the model 201
24.3 Experiences with the model 204
24.4 Some dos and don™ts 208
24.5 Conclusions 209
25 Sabento Model: Social Assessment of Biotechnological Production 210
25.1 Introduction to the model 210
25.2 The essence 212
25.3 Experiences with this model in practice 212
25.4 Some dos and don™ts 215
25.5 Wrapping up 216
26 The Branding of CSR Excellence 217
26.1 Introduction 217
26.2 A model for communicating CSR 217
26.3 Using this model: Guidance based on experience 220
26.4 Dos and don™ts 222
26.5 Wrapping up 223
27 The Four Dimensions of Responsible Purchasing 225
27.1 Introduction 225
27.2 Key stages in implementing the model 227
27.3 Lessons from experience with this model 231
27.4 Concluding thoughts 232
28 The Hurdles Analysis: A Way to Greener Public Procurement 233
28.1 Introduction to the method 233
28.2 The hurdles analysis self-evaluation tool – A tool for public authorities 235
28.3 Practical applications of the method and their outcome 238
28.4 Dos and don™ts 239
28.5 Conclusion 239
29 Strategic CSR Communication: Telling Others How Good You Are 241
29.1 Introduction to the model 241
29.2 A model for strategic CSR communication 242
29.3 The process from an informing to an interacting strategy 247
29.4 Dos and don™ts 248
30 CSR Online: Internet Based Communication 250
30.1 Introduction 250
30.2 Drivers for internet-based CSR communication 250
30.3 Methodical basis of the classification framework and practical experiences 253
30.4 Value and limitations of the classification framework 254
30.5 Implementing internet-based CSR communication 256
31 A Product Sustainability Assessment 259
31.1 Introduction 259
31.2 A two-fold model for assessing a product™s sustainability 260
31.3 The model in practice 264
31.4 Some dos and don™ts 265
31.5 Wrapping up 266
32 Drawing the Lines in Value Chain Responsibility 267
32.1 Introduction 267
32.2 The two dimensions of value chain responsibility 268
32.3 Dos and don™ts 274
32.4 Conclusion 275
33 Resource Efficiency Accounting 276
33.1 Introduction to the model 276
33.2 The essence of the model 276
33.3 Experience with this model in practice 278
33.4 Some dos and don™ts 280
33.5 Concluding remarks 281
34 The GoodCorporation Framework 283
34.1 Introduction to the model 283
34.2 The framework: Standard and assessment 283
34.3 Company experience with GoodCorporation 286
34.4 Preparing for assessment: Dos and don™ts 288
34.5 Conclusion 289
35 Promoting Human Rights in the Supply Chain 290
35.1 Introduction 290
35.2 The essence of the model 290
35.3 Experiences with this model in practice 291
35.4 Dos and don™ts 295
35.5 Wrapping up 295
36 Assessing the Value Chain Context 298
36.1 Introduction 298
36.2 A generic model for value chain analysis in multiple contexts 299
36.3 Experience with this model: Criticisms and alternatives 302
36.4 Some dos and don™ts 303
36.5 Wrapping up: Advice for application 304
37 Pursuing Sustainability Through Enduring Value Creation 306
37.1 Introduction 306
37.2 The essence of the model 306
37.3 Experiences with the model in practice 309
37.4 Some dos and don™ts 311
37.5 Wrapping up and advice for application 312
38 Price: Earnings Ratio and Commercial Performance 314
38.1 Introduction to the model 314
38.2 The essence of the model 315
38.3 Experiences with this model in practice 317
38.4 Some dos and don™ts 318
38.5 Wrapping up 319
39 A Strategy Model for Sustainable Profits and Innovation 320
39.1 Introduction 320
39.2 The essence of the model 320
39.3 Experiences with the model 324
39.4 Dos and don™ts: Limitations of the model 325
39.5 Concluding remarks regarding the application of the model 326
40 Modelling the Business Case for Sustainability 328
40.1 An introduction to the model 328
40.2 The essence of the model 328
40.3 Experiences with this model in practice 331
40.4 Some dos and don™ts 334
40.5 Wrapping up 335
41 Creating Competitive Advantage: The Sustainable Value Model* 337
41.1 Introduction to the model 337
41.2 Three key phases 340
41.3 The sustainability pathway 342
41.4 Lessons learned 343
41.5 Conclusion 344
42 CSR Upside Down: The Need for Up-Front Knowledge Development 345
42.1 Looking back 345
42.2 The actual harvest 346
42.3 Some observations from a birds-eye perspective 347
42.4 Developing CSR upside down 350
About the Authors 353
Index 369