From periphery to center: how CSR is integrated in mainstream performance management frameworks
E Rahbek Pedersen, P Neergaard - Measuring Business Excellence, 2008 - emerald.com
E Rahbek Pedersen, P Neergaard
Measuring Business Excellence, 2008•emerald.comPurpose–The purpose of this research paper is to analyze how CSR can be embedded in
mainstream performance management models. It is frequently argued that corporate social
responsibility (CSR) needs to shift from being a peripheral add‐on activity to become
integrated in all core business functions. However, in order to do so it is important that CSR
is absorbed in the mainstream management standards that are used by the majority of large
companies today. Design/methodology/approach–The Danish pump manufacturer Grundfos …
mainstream performance management models. It is frequently argued that corporate social
responsibility (CSR) needs to shift from being a peripheral add‐on activity to become
integrated in all core business functions. However, in order to do so it is important that CSR
is absorbed in the mainstream management standards that are used by the majority of large
companies today. Design/methodology/approach–The Danish pump manufacturer Grundfos …
Purpose
–
The purpose of this research paper is to analyze how CSR can be embedded in mainstream performance management models. It is frequently argued that corporate social responsibility (CSR) needs to shift from being a peripheral add‐on activity to become integrated in all core business functions. However, in order to do so it is important that CSR is absorbed in the mainstream management standards that are used by the majority of large companies today.
Design/methodology/approach
–
The Danish pump manufacturer Grundfos A/S serves as a good practice example to describe how CSR can be integrated in the Business Excellence model. The analysis is primarily based on secondary information and interviews with managers and senior professionals in Grundfos A/S and Grundfos Group.
Findings
–
The case example illustrates how CSR can become well‐integrated in the business excellence model. However, it is argued that the instrumental view dominating the Business Excellence model may suppress alternative and more value‐based approaches to CSR.
Originality/value
–
The analysis is primarily based on interviews which make it difficult to conclude whether Grundfos A/S actually live CSR in the daily operating practices.
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