Building a Framework for Implementing Total Responsibility Management

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Conference Proceeding
Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital, 2007, pp. 1 - 17
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While numerous writers have argued in general terms about the principles of Corporate Social Responsibility (CSR) and sustainability management (e.g. Dunphy, Griffiths and Benn 2003, 2007) there has been little empirical exploration of these highly generalised prescriptions. We explore a framework for the management and implementation of CSR and sustainability developed by leading scholars Waddock and Bodwell (2007). Waddock and Bodwell s (2007) Total Responsibility Management (TRM) model implies that TRM begins with inspiration, gains strength with integration and stays relevant with constant innovation. Using data from two corporations with strong performances according to CSR and sustainability assessment mechanisms such as the Dow Jones Sustainability Index, we aim to identify examples of the management practices and processes associated with inspiration, integration and innovation. We conclude that there is clear evidence that inspiration and integration systems of TRM are associated with the successful implementation of CSR and sustainability. Innovation may be another factor in the implementation of CSR but this may be more important in some industry sectors than others.
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