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.
