Management Models for Corporate Social Responsibility

Table of Contents

1 Finally in Business: Organising Corporate Social Responsibility in Five

1.1 Introduction

1.2 The roots of the debate

1.3 The strategic significance of CSR

1.4 Experiences

1.5 The quest for applicable management models

2 The SIGMA Management Model

2.1 Introduction

2.2 The essence of the SIGMA management model

2.3 Experiences of SIGMA in practice – case study, BAA Heathrow

2.4 Some dos and don™ts when using the SIGMA model

2.5 Wrapping up

3 CSR in the Extractive Industry: An Integrated Approach

3.1 Introduction

3.2 Explanation of the CSR management models

3.3 Experiences

3.4 Dos and don™ts

3.5 Wrapping up

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

4.1 Introduction

4.2 The essence: The figure

4.3 Experience with the model

4.4 Some dos and don™ts

4.5 Concluding remarks

5 COMPASS to Sustainability

5.1 Introduction to the model

5.2 The essence

5.3 Experience with the model

5.4 Some dos and don™ts

5.5 Wrapping up

6 sustManage™ – Integrating Corporate Sustainability *

6.1 Introduction

6.2 The sustManage building blocks

6.3 Practical applications of sustManage

6.4 Dos and don™ts

6.5 Wrapping up

7 The Molecule Model

7.1 Introduction

7.2 The essence

7.3 Experiences

7.4 Some dos and don™ts

7.5 Wrapping up

8 Global Compact Performance Model

8.1 Introduction to the model

8.2 The Global Compact Performance Model

8.3 Experience with the model in practice

8.4 Conclusion

9 WEV: A New Approach to Supply Chain Management

9.1 The Model: Worker Empowered Voluntary Labour Standards ( WEV)

9.2 The essence of the WEV model

9.3 The implementation process: WEV in action

9.4 Dos and don™ts

9.5 Facing the challenge

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

10.1 Introduction

10.2 A model of inter-stakeholders™ partnerships against child sex tourism

10.3 Application – the case of child sex tourism

10.4 Dos and don™ts in the implementation of the model

10.5 Conclusion

11 The Guangcai Model

11.1 Introduction

11.2 Essence of the model

11.3 Experiences

11.4 Dos and don™ts

11.5 Conclusion

12 Community Learning in the Indian Education Sector

12.1 Introduction to the model

12.2 The essence of the model

12.3 Problems faced

12.4 Conclusion

13 Creating Space for CSR in Melbourne

13.1 Introduction

13.2 The Constructive Corporate Participation (CCP) model

13.3 Constructive Corporate Participation: A new paradigm

13.4 Corporate learning through constructive participation

13.5 Conclusion

14 Integrating People, Planet and Profit

14.1 Introduction

14.2 The essence: Three perspectives

14.3 Experiences with the model: The insights

14.4 Application of the model

14.5 Dos and don™ts

14.6 Concluding remarks

15 Reflexivity: Linking Individual and Organisational Values

15.1 Introduction

15.2 The essence of the model

15.3 Experiences with this model in practice

15.4 Some dos and don™ts

15.5 Wrapping up: Advice for application

16 Self-Organising Leadership: Transparency and Trust

16.1 Introduction to the model

16.2 The model

16.3 Experiences

16.4 Some dos and don™ts

16.5 Wrapping up

17 The CSR Brand Positioning Grid

17.1 Introduction to the model

17.2 The essence of the model

17.3 Experiences with this model in practice

17.4 Some dos and don™ts

17.5 Concluding remarks

18 On Dialogue: A Self-Development Tool

18.1 Introduction

18.2 Experience in practice

18.3 Some dos and don™ts

18.4 Advice for application

19 Stakeholder Engagement: The Experience of Holcim

19.1 Introduction

19.2 The essence of the model

19.3 Experiences with the model in practice

19.4 Dos and don™ts

19.5 Conclusion

20 Managing Expectations in

20.1 Introduction to the model

20.2 The essence of the BNI-instrument

20.3 Experiences with the BNI-instrument

20.4 Lessons learned

20.5 Wrapping up

21 A Stepwise Approach to Stakeholder Management

21.1 Introduction

21.2 The essence of the model

21.3 Experience with the model

21.4 Some dos and don™ts

21.5 Concluding remarks regarding the application of the model

22 Fair Labour Association Model

22.1 Introduction

22.2 The essence of the FLA Model

22.3 Experiences with the model in practice

22.4 Dos and don™ts

22.5 Concluding remarks regarding the application of the model

23 A Stakeholder Model for Emerging Technologies

23.1 Introduction

23.2 The essence of the model

23.3 The model in practice

23.4 Implications and conclusions

24 Product Stewardship for CSR

24.1 Introduction

24.2 Description of the model

24.3 Experiences with the model

24.4 Some dos and don™ts

24.5 Conclusions

25 Sabento Model: Social Assessment of Biotechnological Production

25.1 Introduction to the model

25.2 The essence

25.3 Experiences with this model in practice

25.4 Some dos and don™ts

25.5 Wrapping up

26 The Branding of CSR Excellence

26.1 Introduction

26.2 A model for communicating CSR

26.3 Using this model: Guidance based on experience

26.4 Dos and don™ts

26.5 Wrapping up

27 The Four Dimensions of Responsible Purchasing

27.1 Introduction

27.2 Key stages in implementing the model

27.3 Lessons from experience with this model

27.4 Concluding thoughts

28 The Hurdles Analysis: A Way to Greener Public Procurement

28.1 Introduction to the method

28.2 The hurdles analysis self-evaluation tool – A tool for public authorities

28.3 Practical applications of the method and their outcome

28.4 Dos and don™ts

28.5 Conclusion

29 Strategic CSR Communication: Telling Others How Good You Are

29.1 Introduction to the model

29.2 A model for strategic CSR communication

29.3 The process from an informing to an interacting strategy

29.4 Dos and don™ts

30 CSR Online: Internet Based Communication

30.1 Introduction

30.2 Drivers for internet-based CSR communication

30.3 Methodical basis of the classification framework and practical experiences

30.4 Value and limitations of the classification framework

30.5 Implementing internet-based CSR communication

31 A Product Sustainability Assessment

31.1 Introduction

31.2 A two-fold model for assessing a product™s sustainability

31.3 The model in practice

31.4 Some dos and don™ts

31.5 Wrapping up

32 Drawing the Lines in Value Chain Responsibility

32.1 Introduction

32.2 The two dimensions of value chain responsibility

32.3 Dos and don™ts

32.4 Conclusion

33 Resource Efficiency Accounting

33.1 Introduction to the model

33.2 The essence of the model

33.3 Experience with this model in practice

33.4 Some dos and don™ts

33.5 Concluding remarks

34 The GoodCorporation Framework

34.1 Introduction to the model

34.2 The framework: Standard and assessment

34.3 Company experience with GoodCorporation

34.4 Preparing for assessment: Dos and don™ts

34.5 Conclusion

35 Promoting Human Rights in the Supply Chain

35.1 Introduction

35.2 The essence of the model

35.3 Experiences with this model in practice

35.4 Dos and don™ts

35.5 Wrapping up

36 Assessing the Value Chain Context

36.1 Introduction

36.2 A generic model for value chain analysis in multiple contexts

36.3 Experience with this model: Criticisms and alternatives

36.4 Some dos and don™ts

36.5 Wrapping up: Advice for application

37 Pursuing Sustainability Through Enduring Value Creation

37.1 Introduction

37.2 The essence of the model

37.3 Experiences with the model in practice

37.4 Some dos and don™ts

37.5 Wrapping up and advice for application

38 Price: Earnings Ratio and Commercial Performance

38.1 Introduction to the model

38.2 The essence of the model

38.3 Experiences with this model in practice

38.4 Some dos and don™ts

38.5 Wrapping up

39 A Strategy Model for Sustainable Profits and Innovation

39.1 Introduction

39.2 The essence of the model

39.3 Experiences with the model

39.4 Dos and don™ts: Limitations of the model

39.5 Concluding remarks regarding the application of the model

40 Modelling the Business Case for Sustainability

40.1 An introduction to the model

40.2 The essence of the model

40.3 Experiences with this model in practice

40.4 Some dos and don™ts

40.5 Wrapping up

41 Creating Competitive Advantage: The Sustainable Value Model*

41.1 Introduction to the model

41.2 Three key phases

41.3 The sustainability pathway

41.4 Lessons learned

41.5 Conclusion

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

42.1 Looking back

42.2 The actual harvest

42.3 Some observations from a birds-eye perspective

42.4 Developing CSR upside down

About the Authors

Index