1;Table of Contents;5 2;1 Finally in Business: Organising Corporate Social Responsibility in Five;11 2.1;1.1 Introduction;11 2.2;1.2 The roots of the debate;12 2.3;1.3 The strategic significance of CSR;13 2.4;1.4 Experiences;16 2.5;1.5 The quest for applicable management models;17 3;2 The SIGMA Management Model;19 3.1;2.1 Introduction;19 3.2;2.2 The essence of the SIGMA management model;20 3.3;2.3 Experiences of SIGMA in practice - case study, BAA Heathrow;23 3.4;2.4 Some dos and don(TM)ts when using the SIGMA model;25 3.5;2.5 Wrapping up;25 4;3 CSR in the Extractive Industry: An Integrated Approach;27 4.1;3.1 Introduction;27 4.2;3.2 Explanation of the CSR management models;28 4.3;3.3 Experiences;31 4.4;3.4 Dos and don(TM)ts;34 4.5;3.5 Wrapping up;34 5;4 RainbowScore®: A Strategic Approach for Multi-dimensional Value;36 5.1;4.1 Introduction;36 5.2;4.2 The essence: The figure;41 5.3;4.3 Experience with the model;41 5.4;4.4 Some dos and don(TM)ts;43 5.5;4.5 Concluding remarks;43 6;5 COMPASS to Sustainability;45 6.1;5.1 Introduction to the model;45 6.2;5.2 The essence;46 6.3;5.3 Experience with the model;47 6.4;5.4 Some dos and don(TM)ts;50 6.5;5.5 Wrapping up;51 7;6 sustManage(TM) - Integrating Corporate Sustainability *;53 7.1;6.1 Introduction;53 7.2;6.2 The sustManage building blocks;55 7.3;6.3 Practical applications of sustManage;60 7.4;6.4 Dos and don(TM)ts;61 7.5;6.5 Wrapping up;62 8;7 The Molecule Model;63 8.1;7.1 Introduction;63 8.2;7.2 The essence;63 8.3;7.3 Experiences;68 8.4;7.4 Some dos and don(TM)ts;69 8.5;7.5 Wrapping up;70 9;8 Global Compact Performance Model;71 9.1;8.1 Introduction to the model;71 9.2;8.2 The Global Compact Performance Model;73 9.3;8.3 Experience with the model in practice;78 9.4;8.4 Conclusion;79 10;9 WEV: A New Approach to Supply Chain Management;81 10.1;9.1 The Model: Worker Empowered Voluntary Labour Standards ( WEV);81 10.2;9.2 The essence of the WEV model;82 10.3;9.3 The implementation process: WEV in action;83 10.4;9.4 Dos and don(TM)ts;85 10.5;9.5 Facing the challenge;86 11;10 A Model for Multi-stakeholder Partnerships on Human Rights in Tourism;88 11.1;10.1 Introduction;88 11.2;10.2 A model of inter-stakeholders(TM) partnerships against child sex tourism;88 11.3;10.3 Application - the case of child sex tourism;91 11.4;10.4 Dos and don(TM)ts in the implementation of the model;93 11.5;10.5 Conclusion;94 12;11 The Guangcai Model;96 12.1;11.1 Introduction;96 12.2;11.2 Essence of the model;97 12.3;11.3 Experiences;100 12.4;11.4 Dos and don(TM)ts;101 12.5;11.5 Conclusion;102 13;12 Community Learning in the Indian Education Sector;103 13.1;12.1 Introduction to the model;103 13.2;12.2 The essence of the model;103 13.3;12.3 Problems faced;108 13.4;12.4 Conclusion;111 14;13 Creating Space for CSR in Melbourne;112 14.1;13.1 Introduction;112 14.2;13.2 The Constructive Corporate Participation (CCP) model;114 14.3;13.3 Constructive Corporate Participation: A new paradigm;118 14.4;13.4 Corporate learning through constructive participation;118 14.5;13.5 Conclusion;119 15;14 Integrating People, Planet and Profit;122 15.1;14.1 Introduction;122 15.2;14.2 The essence: Three perspectives;124 15.3;14.3 Experiences with the model: The insights;126 15.4;14.4 Application of the model;127 15.5;14.5 Dos and don(TM)ts;129 15.6;14.6 Concluding remarks;130 16;15 Reflexivity: Linking Individual and Organisational Values;131 16.1;15.1 Introduction;131 16.2;15.2 The essence of the model;132 16.3;15.3 Experiences with this model in practice;136 16.4;15.4 Some dos and don(TM)ts;137 16.5;15.5 Wrapping up: Advice for application;137 17;16 Self-Organising Leadership: Transparency and Trust;139 17.1;16.1 Introduction to the model;139 17.2;16.2 The model;140 17.3;16.3 Experiences;143 17.4;16.4 Some dos and don(TM)ts;144 17.5;16.5 Wrapping up;144 18;17 The CSR Brand Positioning Grid;145 18.1;17.1 Introduction to the model;145 18.2;17.2 The essence of the model;147 18.3;17.3 Experiences with this model in practice;147 18.4;17.4 S