Csr in Tqm
Corporate social responsibility in a total quality management context: opportunities for sustainable growth
Rodney McAdam and Denis Leonard
Rodney McAdam, is Reader in Management, School of Business, Organisation and Management, Faculty of Business and Management, University of Ulster, Jordanstown, Belfast, UK. Tel: 028 90 36816; E-mail: r.mcadam@ulster.ac.uk and Denis Leonard, is a Lecturer at the University of Wisconsin, USA
Abstract The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR is an emergent discourse within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth. Although some organizations consider CSR to be a peripheral and sector speci c issue, it is becoming increasingly mainstream, supported by government legislation. Key questions arising are, is there a con ict between pro t earning and CSR? How can CSR be implemented without impairing business performance? Can CSR build on existing quality management based business initiatives from a philosophical and practical manner? The critique and case study analysis within this paper shows how the ethical basis of quality management can be used to develop CSR within organizations. Quality management models and methodologies established on the broad principles of quality are seen as a foundation and catalyst for effective CSR in organizations. Keywords Quality management, Social responsibility, Organizations
Introduction
The continual hegemony of corporate social responsibility (CSR) has led to the area being covered by various descriptors as the eld continues to grow and widen: sustainable development, environmental protection, social equity and sustainable economic growth. Some organizations treat CSR as a peripheral issue, while others assume the issue is sector speci c. They conclude
Rodney McAdam and Denis Leonard
Rodney McAdam, is Reader in Management, School of Business, Organisation and Management, Faculty of Business and Management, University of Ulster, Jordanstown, Belfast, UK. Tel: 028 90 36816; E-mail: r.mcadam@ulster.ac.uk and Denis Leonard, is a Lecturer at the University of Wisconsin, USA
Abstract The aim of this paper is to explore how quality management can act as a foundation and key catalyst for developing corporate social responsibility (CSR) within organizations. CSR is an emergent discourse within organizational research and praxis. It has parallels to sustainable development, environmental protection, social equity and economic growth. Although some organizations consider CSR to be a peripheral and sector speci c issue, it is becoming increasingly mainstream, supported by government legislation. Key questions arising are, is there a con ict between pro t earning and CSR? How can CSR be implemented without impairing business performance? Can CSR build on existing quality management based business initiatives from a philosophical and practical manner? The critique and case study analysis within this paper shows how the ethical basis of quality management can be used to develop CSR within organizations. Quality management models and methodologies established on the broad principles of quality are seen as a foundation and catalyst for effective CSR in organizations. Keywords Quality management, Social responsibility, Organizations
Introduction
The continual hegemony of corporate social responsibility (CSR) has led to the area being covered by various descriptors as the eld continues to grow and widen: sustainable development, environmental protection, social equity and sustainable economic growth. Some organizations treat CSR as a peripheral issue, while others assume the issue is sector speci c. They conclude