Jonker / Witte Management Models for Corporate Social Responsibility

1. Auflage 2006
ISBN: 978-3-540-33247-3
Verlag: Springer Berlin Heidelberg
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 379 Seiten

This book harvests tried and tested management models - models that have demonstrated added value in everyday organisational practice - in an accessible and readable volume. 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.

Autoren/Hrsg.

Jonker, Jan

Witte, Marco De

Inhaltsverzeichnis

1;Table of Contents;5
2;1 Finally in Business: Organising Corporate Social Responsibility in Five;11
2.1;1.1 Introduction;11
2.2;1.2 The roots of the debate;12
2.3;1.3 The strategic significance of CSR;13
2.4;1.4 Experiences;16
2.5;1.5 The quest for applicable management models;17
3;2 The SIGMA Management Model;19
3.1;2.1 Introduction;19
3.2;2.2 The essence of the SIGMA management model;20
3.3;2.3 Experiences of SIGMA in practice – case study, BAA Heathrow;23
3.4;2.4 Some dos and don™ts when using the SIGMA model;25
3.5;2.5 Wrapping up;25
4;3 CSR in the Extractive Industry: An Integrated Approach;27
4.1;3.1 Introduction;27
4.2;3.2 Explanation of the CSR management models;28
4.3;3.3 Experiences;31
4.4;3.4 Dos and don™ts;34
4.5;3.5 Wrapping up;34
5;4 RainbowScore®: A Strategic Approach for Multi-dimensional Value;36
5.1;4.1 Introduction;36
5.2;4.2 The essence: The figure;41
5.3;4.3 Experience with the model;41
5.4;4.4 Some dos and don™ts;43
5.5;4.5 Concluding remarks;43
6;5 COMPASS to Sustainability;45
6.1;5.1 Introduction to the model;45
6.2;5.2 The essence;46
6.3;5.3 Experience with the model;47
6.4;5.4 Some dos and don™ts;50
6.5;5.5 Wrapping up;51
7;6 sustManage™ – Integrating Corporate Sustainability *;53
7.1;6.1 Introduction;53
7.2;6.2 The sustManage building blocks;55
7.3;6.3 Practical applications of sustManage;60
7.4;6.4 Dos and don™ts;61
7.5;6.5 Wrapping up;62
8;7 The Molecule Model;63
8.1;7.1 Introduction;63
8.2;7.2 The essence;63
8.3;7.3 Experiences;68
8.4;7.4 Some dos and don™ts;69
8.5;7.5 Wrapping up;70
9;8 Global Compact Performance Model;71
9.1;8.1 Introduction to the model;71
9.2;8.2 The Global Compact Performance Model;73
9.3;8.3 Experience with the model in practice;78
9.4;8.4 Conclusion;79
10;9 WEV: A New Approach to Supply Chain Management;81
10.1;9.1 The Model: Worker Empowered Voluntary Labour Standards ( WEV);81
10.2;9.2 The essence of the WEV model;82
10.3;9.3 The implementation process: WEV in action;83
10.4;9.4 Dos and don™ts;85
10.5;9.5 Facing the challenge;86
11;10 A Model for Multi-stakeholder Partnerships on Human Rights in Tourism;88
11.1;10.1 Introduction;88
11.2;10.2 A model of inter-stakeholders™ partnerships against child sex tourism;88
11.3;10.3 Application – the case of child sex tourism;91
11.4;10.4 Dos and don™ts in the implementation of the model;93
11.5;10.5 Conclusion;94
12;11 The Guangcai Model;96
12.1;11.1 Introduction;96
12.2;11.2 Essence of the model;97
12.3;11.3 Experiences;100
12.4;11.4 Dos and don™ts;101
12.5;11.5 Conclusion;102
13;12 Community Learning in the Indian Education Sector;103
13.1;12.1 Introduction to the model;103
13.2;12.2 The essence of the model;103
13.3;12.3 Problems faced;108
13.4;12.4 Conclusion;111
14;13 Creating Space for CSR in Melbourne;112
14.1;13.1 Introduction;112
14.2;13.2 The Constructive Corporate Participation (CCP) model;114
14.3;13.3 Constructive Corporate Participation: A new paradigm;118
14.4;13.4 Corporate learning through constructive participation;118
14.5;13.5 Conclusion;119
15;14 Integrating People, Planet and Profit;122
15.1;14.1 Introduction;122
15.2;14.2 The essence: Three perspectives;124
15.3;14.3 Experiences with the model: The insights;126
15.4;14.4 Application of the model;127
15.5;14.5 Dos and don™ts;129
15.6;14.6 Concluding remarks;130
16;15 Reflexivity: Linking Individual and Organisational Values;131
16.1;15.1 Introduction;131
16.2;15.2 The essence of the model;132
16.3;15.3 Experiences with this model in practice;136
16.4;15.4 Some dos and don™ts;137
16.5;15.5 Wrapping up: Advice for application;137
17;16 Self-Organising Leadership: Transparency and Trust;139
17.1;16.1 Introduction to the model;139
17.2;16.2 The model;140
17.3;16.3 Experiences;143
17.4;16.4 Some dos and don™ts;144
17.5;16.5 Wrapping up;144
18;17 The CSR Brand Positioning Grid;145
18.1;17.1 Introduction to the model;145
18.2;17.2 The essence of the model;147
18.3;17.3 Experiences with this model in practice;147
18.4;17.4 Some dos and don™ts;150
18.5;17.5 Concluding remarks;151
19;18 On Dialogue: A Self-Development Tool;153
19.1;18.1 Introduction;153
19.2;18.2 Experience in practice;158
19.3;18.3 Some dos and don™ts;159
19.4;18.4 Advice for application;159
20;19 Stakeholder Engagement: The Experience of Holcim;161
20.1;19.1 Introduction;161
20.2;19.2 The essence of the model;162
20.3;19.3 Experiences with the model in practice;162
20.4;19.4 Dos and don™ts;165
20.5;19.5 Conclusion;166
21;20 Managing Expectations in;168
21.1;20.1 Introduction to the model;168
21.2;20.2 The essence of the BNI-instrument;171
21.3;20.3 Experiences with the BNI-instrument;171
21.4;20.4 Lessons learned;172
21.5;20.5 Wrapping up;173
22;21 A Stepwise Approach to Stakeholder Management;175
22.1;21.1 Introduction;175
22.2;21.2 The essence of the model;176
22.3;21.3 Experience with the model;181
22.4;21.4 Some dos and don™ts;182
22.5;21.5 Concluding remarks regarding the application of the model;182
23;22 Fair Labour Association Model;184
23.1;22.1 Introduction;184
23.2;22.2 The essence of the FLA Model;185
23.3;22.3 Experiences with the model in practice;188
23.4;22.4 Dos and don™ts;188
23.5;22.5 Concluding remarks regarding the application of the model;190
24;23 A Stakeholder Model for Emerging Technologies;191
24.1;23.1 Introduction;191
24.2;23.2 The essence of the model;192
24.3;23.3 The model in practice;196
24.4;23.4 Implications and conclusions;197
25;24 Product Stewardship for CSR;200
25.1;24.1 Introduction;200
25.2;24.2 Description of the model;201
25.3;24.3 Experiences with the model;204
25.4;24.4 Some dos and don™ts;208
25.5;24.5 Conclusions;209
26;25 Sabento Model: Social Assessment of Biotechnological Production;210
26.1;25.1 Introduction to the model;210
26.2;25.2 The essence;212
26.3;25.3 Experiences with this model in practice;212
26.4;25.4 Some dos and don™ts;215
26.5;25.5 Wrapping up;216
27;26 The Branding of CSR Excellence;217
27.1;26.1 Introduction;217
27.2;26.2 A model for communicating CSR;217
27.3;26.3 Using this model: Guidance based on experience;220
27.4;26.4 Dos and don™ts;222
27.5;26.5 Wrapping up;223
28;27 The Four Dimensions of Responsible Purchasing;225
28.1;27.1 Introduction;225
28.2;27.2 Key stages in implementing the model;227
28.3;27.3 Lessons from experience with this model;231
28.4;27.4 Concluding thoughts;232
29;28 The Hurdles Analysis: A Way to Greener Public Procurement;233
29.1;28.1 Introduction to the method;233
29.2;28.2 The hurdles analysis self-evaluation tool – A tool for public authorities;235
29.3;28.3 Practical applications of the method and their outcome;238
29.4;28.4 Dos and don™ts;239
29.5;28.5 Conclusion;239
30;29 Strategic CSR Communication: Telling Others How Good You Are;241
30.1;29.1 Introduction to the model;241
30.2;29.2 A model for strategic CSR communication;242
30.3;29.3 The process from an informing to an interacting strategy;247
30.4;29.4 Dos and don™ts;248
31;30 CSR Online: Internet Based Communication;250
31.1;30.1 Introduction;250
31.2;30.2 Drivers for internet-based CSR communication;250
31.3;30.3 Methodical basis of the classification framework and practical experiences;253
31.4;30.4 Value and limitations of the classification framework;254
31.5;30.5 Implementing internet-based CSR communication;256
32;31 A Product Sustainability Assessment;259
32.1;31.1 Introduction;259
32.2;31.2 A two-fold model for assessing a product™s sustainability;260
32.3;31.3 The model in practice;264
32.4;31.4 Some dos and don™ts;265
32.5;31.5 Wrapping up;266
33;32 Drawing the Lines in Value Chain Responsibility;267
33.1;32.1 Introduction;267
33.2;32.2 The two dimensions of value chain responsibility;268
33.3;32.3 Dos and don™ts;274
33.4;32.4 Conclusion;275
34;33 Resource Efficiency Accounting;276
34.1;33.1 Introduction to the model;276
34.2;33.2 The essence of the model;276
34.3;33.3 Experience with this model in practice;278
34.4;33.4 Some dos and don™ts;280
34.5;33.5 Concluding remarks;281
35;34 The GoodCorporation Framework;283
35.1;34.1 Introduction to the model;283
35.2;34.2 The framework: Standard and assessment;283
35.3;34.3 Company experience with GoodCorporation;286
35.4;34.4 Preparing for assessment: Dos and don™ts;288
35.5;34.5 Conclusion;289
36;35 Promoting Human Rights in the Supply Chain;290
36.1;35.1 Introduction;290
36.2;35.2 The essence of the model;290
36.3;35.3 Experiences with this model in practice;291
36.4;35.4 Dos and don™ts;295
36.5;35.5 Wrapping up;295
37;36 Assessing the Value Chain Context;298
37.1;36.1 Introduction;298
37.2;36.2 A generic model for value chain analysis in multiple contexts;299
37.3;36.3 Experience with this model: Criticisms and alternatives;302
37.4;36.4 Some dos and don™ts;303
37.5;36.5 Wrapping up: Advice for application;304
38;37 Pursuing Sustainability Through Enduring Value Creation;306
38.1;37.1 Introduction;306
38.2;37.2 The essence of the model;306
38.3;37.3 Experiences with the model in practice;309
38.4;37.4 Some dos and don™ts;311
38.5;37.5 Wrapping up and advice for application;312
39;38 Price: Earnings Ratio and Commercial Performance;314
39.1;38.1 Introduction to the model;314
39.2;38.2 The essence of the model;315
39.3;38.3 Experiences with this model in practice;317
39.4;38.4 Some dos and don™ts;318
39.5;38.5 Wrapping up;319
40;39 A Strategy Model for Sustainable Profits and Innovation;320
40.1;39.1 Introduction;320
40.2;39.2 The essence of the model;320
40.3;39.3 Experiences with the model;324
40.4;39.4 Dos and don™ts: Limitations of the model;325
40.5;39.5 Concluding remarks regarding the application of the model;326
41;40 Modelling the Business Case for Sustainability;328
41.1;40.1 An introduction to the model;328
41.2;40.2 The essence of the model;328
41.3;40.3 Experiences with this model in practice;331
41.4;40.4 Some dos and don™ts;334
41.5;40.5 Wrapping up;335
42;41 Creating Competitive Advantage: The Sustainable Value Model*;337
42.1;41.1 Introduction to the model;337
42.2;41.2 Three key phases;340
42.3;41.3 The sustainability pathway;342
42.4;41.4 Lessons learned;343
42.5;41.5 Conclusion;344
43;42 CSR Upside Down: The Need for Up-Front Knowledge Development;345
43.1;42.1 Looking back;345
43.2;42.2 The actual harvest;346
43.3;42.3 Some observations from a birds-eye perspective;347
43.4;42.4 Developing CSR upside down;350
44;About the Authors;353
45;Index;369