Building a Framework for Implementing Total Responsibility Management

Angus-Leppan, T; Benn, SH

Building a Framework for Implementing Total Responsibility Management

Angus-Leppan, T Benn, SH

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Publisher:: ANZAM
Publication Type:: Conference Proceeding
Citation:: Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital, 2007, pp. 1 - 17
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Angus-Leppan, T	en_US
dc.contributor.author	Benn, SH https://orcid.org/0000-0002-5282-2255	en_US
dc.contributor.editor	Chapman, R	en_US
dc.date	2007-12-04	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital, 2007, pp. 1 - 17	en_US
dc.identifier.isbn	186308 140 2	en_US
dc.identifier.uri	http://hdl.handle.net/10453/2201
dc.description.abstract	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.	en_US
dc.publisher	ANZAM	en_US
dc.relation.ispartof	Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital	en_US
dc.relation.ispartof	Australian and New Zealand Academy of Management Conference	en_US
dc.title	Building a Framework for Implementing Total Responsibility Management	en_US
dc.type	Conference Proceeding
utslib.location	Sydney, Australia	en_US
utslib.location.activity	Sydney, Australia	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	Sydney, Australia	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Sydney, Australia	en_US
pubs.start-date	2007-12-04	en_US

Abstract:

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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http://hdl.handle.net/10453/2201