Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Managerial mindsets and performance measurement systems of CSR‐related intangibles

Managerial mindsets and performance measurement systems of CSR‐related intangibles Purpose – The purpose of this one‐company case study is to investigate the possible use of causal maps in the performance management and measurement of corporate social responsibility (CSR) related intangibles. Design/methodology/approach – In order to test the suitability of the chosen model, a combined research approach was selected. The combination of inductive and deductive approaches resulted in the most advantageous in order to test the research hypotheses. The pharmaceutical industry was targeted as a noteworthy case study for CSR investment. Novo Nordisk, a leading firm within the pharmaceutical industry, was chosen due to its outstanding corporate social performance (Dow Jones sustainability index STOXX and the Ethibel Sustainability Index). Findings – The use of causal maps at Novo Nordisk is expected to improve the selection of indicators for the company's performance measurement system, so that a financial evaluation of the returns of investments aimed at increasing the value of CRS related intangibles can be made. Practical implications – The use of causal maps aims to systematically internalise the positive financial effect of investment into CSR related intangibles. In this way the quality of existing performance measurement systems of companies are expected to improve. Originality/value – This research contributes to CSR and performance measurement literature by analysing the use of causal maps in order to define indicators for CSR related intangibles, to be included in the company's multidimensional performance measurement models. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Measuring Business Excellence Emerald Publishing

Managerial mindsets and performance measurement systems of CSR‐related intangibles

Measuring Business Excellence , Volume 12 (2): 17 – May 30, 2008

Loading next page...
 
/lp/emerald-publishing/managerial-mindsets-and-performance-measurement-systems-of-csr-related-tiQyCGmLjt

References (103)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1368-3047
DOI
10.1108/13683040810881199
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this one‐company case study is to investigate the possible use of causal maps in the performance management and measurement of corporate social responsibility (CSR) related intangibles. Design/methodology/approach – In order to test the suitability of the chosen model, a combined research approach was selected. The combination of inductive and deductive approaches resulted in the most advantageous in order to test the research hypotheses. The pharmaceutical industry was targeted as a noteworthy case study for CSR investment. Novo Nordisk, a leading firm within the pharmaceutical industry, was chosen due to its outstanding corporate social performance (Dow Jones sustainability index STOXX and the Ethibel Sustainability Index). Findings – The use of causal maps at Novo Nordisk is expected to improve the selection of indicators for the company's performance measurement system, so that a financial evaluation of the returns of investments aimed at increasing the value of CRS related intangibles can be made. Practical implications – The use of causal maps aims to systematically internalise the positive financial effect of investment into CSR related intangibles. In this way the quality of existing performance measurement systems of companies are expected to improve. Originality/value – This research contributes to CSR and performance measurement literature by analysing the use of causal maps in order to define indicators for CSR related intangibles, to be included in the company's multidimensional performance measurement models.

Journal

Measuring Business ExcellenceEmerald Publishing

Published: May 30, 2008

Keywords: Maps; Managerialism; Corporate social responsibility; Performance measures; Intellectual capital

There are no references for this article.