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Integration of company responsibility, the learning process: the Autogrill case

Rosario Ragusa (Independent Consulting, Acireale, Italy)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 25 October 2011




The purpose of this research is to provide an insight into the learning process leading to the integration of company responsibility, in companies that are moving from a generic approach of Corporate Social Responsibility towards a holistic approach of stakeholder management. The analysis of a case study of a multinational Italian company, Autogrill Group S.p.a., will be explored as an organizational learning process using the framework of a recent approach of Total Responsibility Management.


The method of qualitative research is based on the analysis of the theory of the subject and through the use of various techniques to study the case to give a longitudinal perspective.


The use of the case study suggests that the path from a CSR perspective toward a stakeholder management model of responsibility is a “gradual” learning process that requires vision, commitment, integration, innovation, competence, management systems and resources. This learning process is also very important as a “catalyst” of innovation and for the continuous improvement of the company.

Research limitations/implications

In this research the aim is to inquire: How do companies learn to integrate their responsibilities in the process of management, moving from a generic approach of CSR toward a holistic approach of stakeholder management?


The stakeholder management model of Total Responsibility Management in this research is used to assist understanding the importance of managing the company responsibly and to show a way of reading the progress of a multinational company, which is on the path towards a more stakeholder‐oriented model of responsibility.



Ragusa, R. (2011), "Integration of company responsibility, the learning process: the Autogrill case", Journal of Management Development, Vol. 30 No. 10, pp. 1000-1016.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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