Sabaf: moving to a learning environment

Nigel Roome and Céline Louche ()
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Nigel Roome: Vlerick Leuven Gent Management School

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Abstract: Sabaf, a world leading manufacturer of components for domestic gas cooking appliances, went through a transformation process between 1993 and 2005 to develop a strategic approach to corporate responsibility. This case describes the learning and change process within the company that set the ground for today's success. This teaching case builds on data gathered through sites primary and secondary data. The case research protocol explored the notion that the company was learning how to interact and respond to its changing context while its responses were creating the ground for internal organisational change that in turn would impact the relationship between the company and its context. Sabaf's case is not only a move from an implicit to explicit approach to corporate responsibility, but more profoundly it portrays a company that was engaged in developing a more ‘humanistic' approach to management that permeated the whole organization. The term ‘corporate responsibility' was used to describe much older concepts that valued people and the natural environment alongside economics. The case also shows the process of organizational leadership for learning, management innovation and change that supported the processes through which this approach was developed and integrated into the company. This case provides unique insights into the approach Sabaf adopted in its pioneering transformation to become a leading corporate responsibility company and a world leader in its sector. This case can be used as a benchmark for other companies that might embark on a similar process affecting the business as a whole.

Keywords: Corporate responsibility; Humanistic approach to management; Change management; Learning organizations; Strategic CR (search for similar items in EconPapers)
Date: 2011
Note: View the original document on HAL open archive server: https://hal.science/hal-01098142
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Published in Journal of Management Development, 2011, 30 (10), pp.1049-1066. ⟨10.1108/02621711111182538⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01098142

DOI: 10.1108/02621711111182538

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