Building a Framework for Implementing Total Responsibility Management

While numerous writers have argued in general terms about the principles of Corporate SocialResponsibility (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 aframework for the management and implementation of CSR and sustainability developed by leadingscholars Waddock and Bodwell (2007). Waddock and Bodwell?s (2007) Total ResponsibilityManagement (TRM) model implies that TRM begins with inspiration, gains strength with integrationand stays relevant with constant innovation. Using data from two corporations with strongperformances according to CSR and sustainability assessment mechanisms such as the Dow JonesSustainability Index, we aim to identify examples of the management practices and processesassociated with inspiration, integration and innovation. We conclude that there is clear evidence thatinspiration and integration systems of TRM are associated with the successful implementation of CSRand sustainability. Innovation may be another factor in the implementation of CSR but this may bemore important in some industry sectors than others.