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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.

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.

The purpose of this paper is to identify and address the underlying causes of costly quality/ethical problems that have prevented companies to achieve and sustain excellence. More broadly, the study has leveraged data from multiple sources to determine root-cause issues and propose a new management model that enables leadership to prevent and effectively address quality/ethical problems by operationalizing excellence. For the purpose of this research, operationalization is defined in terms of developing a sustained culture of excellence and enabling a firm to systematically prevent, detect, and address costly problems in their daily operations.

The study has defined the concept of excellence in terms of measurable results based on ten critical success factors: products, financials, stakeholders, employees, leadership, societal, operational, innovation, alignment, and ethical excellence. To identify and address the underlying causes, this study has used a spiral research model to develop and improve an assessment process for the consistent examination of three types of firms: national quality award recipients, successful and responsible Fortune-500 companies, and landmark ethical violators. Findings from case studies were then substantiated using results from current research studies and conclusions from over 20 years of international field work/experience.

To operationalize excellence, this study found that organizations need to develop a foundation for two tightly coupled and inseparable variables: ethics, excellence. Case studies show when these two variables are inadequately planned, integrated, checked, and enforced across business operations, they cause serious and costly problems. This foundation enables a firm to maximize performance, the return on investment, and to sustain performance in each of these critical success factors (CSFs) using the following interconnected building blocks of excellence: grander purpose, measurable results, effective collaboration, leadership development, individual development, continuous alignment, continuous innovation, ethics management, and ethics foundation.

The application of the assessment instrument proved to be complex due to the difficulties of transforming conjecture into certainty using existing online corporate records (e.g. understanding true leadership intention). Findings of this study are applicable to any industry and type and size company. The building blocks of this new management model should not be developed and implemented in an isolated, standalone, or piecemeal manner; nor should they be forced onto an organization as a new program. For best results, each building block needs to be implemented as an interconnected component of a complete and total system of management and infused into the fabric of the culture as a normal part of the daily operations.

Total business excellence is a proposed new management model for operationalizing excellence. This new model serves three major purposes. First, it enables an enterprise to responsibly deliver a continuous flow of innovative and competitive products as defined and measured by ten CSFs. Second, it enables management to prevent costly quality/ethical problems by developing a unified and responsible strategy for planning, execution, and quality. Most importantly, it provides a missing platform of opportunity where individuals can incrementally grow and develop as they add meaningful personal, professional, and societal value.

Despite the proven link between internal communication and more effective business results, only a few attempts have been made to answer the essential question of who is responsible for managing internal communication in an organisation. This paper aims to examine the presence of internal communication management (ICM) practices in companies in Latvia and launch a new discussion on who should manage internal communication in a modern company to support business strategy and development.

In the first phase of the study, a survey was conducted in three business sectors in Latvia involved in managing and implementing the internal communications function. Using the multiple case study method, the second phase of the study examined in-depth, ICM and the implementation practices in four different Latvian companies. In total, 13 in-depth interviews were conducted within 4 companies, and thematic analysis was used to analyse the material gained from the interviews.

The target companies and relevant professionals from different fields have divergent opinions about who should manage the internal communication function. From the research across four companies, it was concluded that internal communication was implemented in a fragmented manner. There was a weak understanding of the meaning and goal of internal communication. The potential of effective internal communication in reaching strategic goals has not been realised. Responsibility for ICM is often limited to the reactive performance of public relations departments, human resources or marketing specialists. The companies clearly did not have a defined scope of responsibilities for managing internal communication amongst the different parts of their organisations. It can be concluded that company managers should pay attention to how internal communication is conducted, clearly delegate this function to a manager and define the expected results that meet the company’s strategic goals. The results of this research can be used to inform recommendations for integrating the ICM function.

Only a few research papers have discussed responsibility for internal communication functions. This research particularly fills this gap and emphasises the need to assign responsibility for an organisation’s ICM function as it is the core factor in strategic implementation and input related to business goals.

This article attempts to provide a concise overview of the approaches towards managing events in a changing market environment and summarises issues of responsibility, sustainability and quality management within events organisations.

In doing so, the paper will reconcile elements of corporate social responsibility and sustainable development within organisations. Whilst within a context of the events industry, the article will synthesise total responsible management and concepts of sustainable events management and provide an introduction towards a premise of responsible events management.

A mapping of management models found parallels that can be drawn upon to create a responsible event management approach, embedded by an amalgamation of quality management and sustainable principles.

In essence, the combination of approaches enables a business value and ethical led development towards responsible management and one which represents a holistic understanding and strategic intent to reduce event organisation impacts.

This article represents a theoretical introduction to concepts that underpin the development of knowledge towards sustainable management within the events industry and will allow students, academics and practitioners to develop an introductory awareness.

Observes that, traditionally, the problems and opportunities of an organization are seen through the eyes of a manager, and that whereas management literature is rich in descriptions of what it takes to be a good manager, it is difficult to find descriptions of what it means to be a good staff member. Argues against the conventional view that managers must take the blame for failures and, in return, get the credit for success. Claims that the manager′s role is highly overrated and questions the prevailing belief in the management′s total responsibility, arguing that, in fact, management is only part of the overall picture and therefore can only be held partly responsible. Claims that it is possible to create good cooperation and commitment in an organization where both management and staff feel responsible for the success or failure of the organization. Defines the culture in such an organization as an “employeeship culture”. Describes an employeeship culture and its three most important elements: responsibility, loyalty and initiative.

This paper investigates corporate social responsibility (CSR) policy management in multinational companies (MNCs). The focus is on examining the relationship between subsidiaries and headquarters in the management of CSR, in terms of the commonplace notion of ‘think global, act local’. Primary and secondary data was collected in one MNC and a case study produced. The findings show that the initiative to launch a CSR policy is taken and enacted exclusively by the headquarters, mainly as an answer to the financial and legal pressure felt to accompany the present widespread interest in CSR. Findings are articulated around three major steps used to manage CSR initiatives: the determination of values, the integration of those values in action and the evaluation of the policy. Consistency of policy is driven from headquarters, through adoption of a corporate value framework, while the implementation is to some extent localised. Feedback from subsidiaries is collected and shared by the centre, which also seeks out synergies in pursuit of increased efficiency. Corporate structure is therefore linked to CSR management. Implementation is observed to comprise three parts: the headquarters seek to motivate local actions through reference to the company culture, through directive measures, and by pedagogic action. Pedagogy comes out as necessary in order for the CSR policy to permeate the entire organisation and initiate the right actions and reactions in the variety of situations encountered throughout the organisation. Constant scrutiny and evaluation are considered necessary in order to sustain the credibility of the policy in relation to external stakeholders.

This study aims at investigating the impact of total quality management (TQM) on corporate sustainability (CS) by mediating the role of corporate social responsibility (CSR) in developing countries.

A mixed research approach was adopted by conducting interviews and a survey. A survey was used as a quantitative tool for data collection from 67 respondents at different managerial levels. Partial least squares structural equation modeling (PLS-SEM) was used for analysis.

The findings demonstrate that customer focus and human resource management (HRM) were the most effective practices. Structural analysis revealed that TQM had a significant impact on CSR and CS. Furthermore, CSR partially mediates the relationship between TQM and CS.

The study has developed a conceptual framework to provide policymakers with guidelines on integrating TQM practices and CSR activities into their strategy.

This research bridges the gap between TQM and the three pillars of CS, especially in manufacturing enterprises in a developing country context. This research also supports the TQM advocate's argument that effective TQM deployment can dramatically improve organizational performance. Additionally, this study verifies the CS model based on the triple bottom line (TBL) theory and stakeholder theory by assessing the conceptual model's robustness using a mixed-method research methodology, which has never been done before from a Palestinian perspective.

FOR SOME YEARS there has been a tendency for the number of industrial workers to decline and that of clerical staffs to increase.

Consumers have increasingly become more concerned about environmental degradation, wastage of critical resources and safety. Therefore, firms are adopting sustainability management practices to attract these conscious consumers. Product responsibility (PR) is an important indicator of corporate social responsibility (CSR) and sustainability management. This study examines the relationship between the board- and firm-level characteristics and the PR ratings of firms.

A temporal design with a lag of one year for a sample of 403 firms from the global emerging economies is analyzed for this purpose.

Hierarchical regression analysis shows that total revenue, board size, and board diversity have a positive effect on PR ratings.

These findings have implications for policy-level decisions on the composition of boards for the sustainable future of firms.

The study is one of the few studies that have looked into the factors affecting the PR ratings, which are an important indicator of the sustainable practices of an organization.