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Second order governance: learning processes to identify indicators
Author(s) -
Spangenberg Joachim H.
Publication year - 2007
Publication title -
corporate social responsibility and environmental management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.519
H-Index - 73
eISSN - 1535-3966
pISSN - 1535-3958
DOI - 10.1002/csr.137
Subject(s) - closing (real estate) , corporate governance , order (exchange) , business , stakeholder , process (computing) , corporate social responsibility , process management , environmental resource management , public relations , computer science , economics , political science , operating system , finance
At the C3ED‐UVSQ, a new methodology for assessing corporate social responsibility has been developed to better deal with a situation where top‐down and command‐and‐control ways of management (first order governance) fail. The method suggested and tested is a second order governance process combining phases of ‘opening up’ and ‘closing down’. Opening up includes stakeholder involvement and closing down scientific input and management responsibility in indicator development. This way, indicators can be derived that are generic, locally meaningful and accepted by management and stakeholders while conforming to the international standards of indicator development. In the case study presented, this methodology has been modified and applied to one of Germany's major aluminium processing sites, with staff, management, suppliers, customers and local stakeholders involved. The sets of 10 indicators each derived for the economic, environmental, social and institutional dimensions are presented. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.