Peter Neergaard

From periphery to center: how CSR is integrated in mainstream performance management frameworks

Purpose – The purpose of this research paper is to analyze how CSR can be embedded in mainstream performance management models. It is frequently argued that corporate social responsibility (CSR) needs to shift from being a peripheral add‐on activity to become integrated in all core business functions. However, in order to do so it is important that CSR is absorbed in the mainstream management standards that are used by the majority of large companies today.Design/methodology/approach – The Danish pump manufacturer Grundfos A/S serves as a good practice example to describe how CSR can be integrated in the Business Excellence model. The analysis is primarily based on secondary information and interviews with managers and senior professionals in Grundfos A/S and Grundfos Group.Findings – The case example illustrates how CSR can become well‐integrated in the business excellence model. However, it is argued that the instrumental view dominating the Business Excellence model may suppress alternative and more va...

Quality management: a survey on accomplished results

Best practice in quality management has been addressed in a number of publications, but to date, there has been little broad empirical research within the field. This article reports on a study of quality management in 270 Danish enterprises, selected at random at the beginning of 1995. Today, most Danish enterprises work with quality explicitly, and as a result of their efforts, production errors have declined in parallel with customer complaints. However, a number of enterprises lack the capacity to measure directly the benefits realized from quality initiatives. Almost one‐half of the responding enterprises have established an independent quality department, and, correspondingly, these enterprises have derived the highest benefits from their quality efforts. An additional one‐third of the enterprises have become certified, yet these enterprises claim that it has not noticeably affected their competitive power. In general, Danish enterprises do well when it comes to discussing quality issues. In relation to measuring the benefits from their quality efforts, their performance leaves much to be desired. As Danish enterprises have a long‐standing tradition for design and quality work, the results of the survey have wide implications for other organizations faced with the challenge of quality management.

Towards an internal change management perspective of CSR: evidence from project RESPONSE on the sources of cognitive alignment between managers and their stakeholders, and their implications for social performance

Purpose – This paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance.Design/methodology/approach – The authors take two perspectives: that of stakeholder engagement, which has historically characterized the debate on CSR; and that of internal change processes required to integrate CSR in a firms operations. The authors analyze data from 427 interviews, of which 209 were with managers and 219 with stakeholders of 19 multinational firms in eight sectors, to assess the extent of cognitive alignment between managers and stakeholders on the conceptualization of CSR for the relevant firm, to determine which of the two theoretical perspectives is connected with the degree of cognitive alignment, and to determine which of the two is connected with the perception of corporate social per...

Configurations in quality management

Current quality literature often appears to assume that its recommendations are universally applicable, implying that the models can be used by all businesses. Adopting a contingency theory approach, this paper argues that the management of quality can be organised in a variety of ways. Based on an empirical survey of quality work in Danish companies, five configurations of quality work are developed. The study investigates some factors that seem likely to determine whether a company chooses one configuration rather than another. Quality control, the organisation of quality work and certification are illustrated in individual configurations. Finally, the results of quality work in individual configurations are presented. The analysis demonstrates that each configuration represents a significantly different way of addressing and controlling quality in companies.

Reinterpreting the demise of hierarchy: a case study in information technology, empowerment and incomplete contracts

This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a value‐added reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment programme. In order for this programme to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team‐based organization form, as well as moving from a hierarchical to an interactive control process, it was only after the company completed this type of ‘organizational realignment’ that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control, in order to fulfil this aim, the discussion is based on the Grossman, Hart and Moore theories of incomplete contracting and the role of ‘information assets’ and incentive misalignment of the newly ‘empowered’ and highly knowledge‐based service organization. Although property fights theories have typically been applied in ‘boundary of the firm’ questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even ‘loose’ and virtual organization structures.

Expanding the Concept of Quality Management to Global Supply Chains

In the light of globalisation and the international division of labour, the article will stress the importance of a new conception of quality management, focusing more on the social and environmental apsects of quality in global supply chains with a particular emphasis on suppliers’ perspectives. The increasing focus on corporate social responsibility, business ethics, corporate citizenship, sustainable development etc. indicates that managers have failed to see social and environmental aspects of the production as an integrated part of quality.

The Business Excellence Model for CSR Implementation

Abstract Most of the Fortune 500 companies address Corporate Social Responsibility (CSR) on their websites. However, CSR remains a fluffy concept difficult to implement in organization. The European Business Excellence Model has since the introduction in 1992 served as a powerful tool for integrating quality in organizations. CSR was first introduced in the model in 2002. From 2004 the European Foundation for Quality Management (EFQM) has been eager to promote the model as an effective tool for implementing CSR.. The article discusses the potentials of the model for this end and illustrates how a 2006 European Award winning company has used the model to integrate CSR. The company adapted the Business Excellence model to improve performance, stimulate innovation and consensus.