Second order governance: learning processes to identify indicators

Joachim H. Spangenberg

Corporate Social Responsibility and Environmental Management, 2008, vol. 15, issue 3, 125-139

Abstract: 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.

Date: 2008
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://doi.org/10.1002/csr.137

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wly:corsem:v:15:y:2008:i:3:p:125-139

Access Statistics for this article

More articles in Corporate Social Responsibility and Environmental Management from John Wiley & Sons
Bibliographic data for series maintained by Wiley Content Delivery ().