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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
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